*Policy Review Committee Meeting*	*20 March 2006*
*Attachment 1 - Strategic Program Review Report - December 2005*

Strategic Plan 2005 – 2009

Penrith City – The Competitive Edge

STRATEGIC PROGRAM PROGRESS REPORT

AS AT 31 DECEMBER 2005

This document is referred to in Council’s Business Paper

Policy Review Committee 20 March 2006

Contents

Council’s Vision and the Organisation’s Mission 2

Master Programs

THE CITY IN ITS BROADER CONTEXT. 5

THE CITY AS A SOCIAL PLACE. 32

THE CITY SUPPORTED BY INFRASTRUCTURE. 110

LEADERSHIP AND ORGANISATION. 124

Explanatory Notes. 148

Responsibility Codes (as at 31 December 2005) 150

Council’s Vision…

Is one of a sustainable and prosperous region with a harmony of urban and rural qualities with a strong commitment to environmental protection and enhancement.

It would offer both the cosmopolitan and cultural lifestyles of a mature city and the casual character of a rural community.

The Organisation’s Mission…

Is to implement Council’s strategy and program. It will do this through skilled and responsive management, by valuing its staff, partnerships and community involvement, by providing quality customer service and upholding ethical standards and behaviour.

THE CITY IN ITS BROADER CONTEXT

The City of Penrith is linked with many other places through shared environmental, social and economic systems and structures. The most apparent of these links are with neighbouring and nearby cities across Sydney’s Greater West. The City of Penrith is also integral to the Greater Sydney Region. It has developed cultural and economic interests internationally.

The City will continue to play a critical and energetic role in Greater Western Sydney’s endeavours to obtain equity with more established parts of the Metropolitan Region. It will do that by continued collaboration with the communities and organisations of the Greater West.

The City has a vital metropolitan role to play. Its population and housing supply will continue to grow. It will gain importance as the principal centre of the outer north-western edge of Sydney, particularly through the range and scope of services it provides to that sub-region.

That will consolidate the special associations it has with Blue Mountains and Hawkesbury and presents a unique opportunity.

Hawkesbury has its historical heritage, Blue Mountains its iconic international image and cosmopolitan qualities and Penrith its central place urban role, location, its river and the potential of Penrith Lakes. Taken together these qualities will allow it to flourish as a creative, dynamic, diverse place, a magnetic place of first choice within Sydney able to compete nationally and internationally.

The City has demonstrated through the programs of Council and through the programs conducted by business, and its learning institutions, both the merit and capacity for national and international cultural and economic engagement. Council is determined to see that national and international potential of the City more fully realised and recognised.

Sydney’s rural lands are increasingly being appreciated for their intrinsic value and the agricultural productivity they bring to the growing metropolitan area. Penrith will work with other communities on Sydney’s fringe to secure those rural qualities.

ISSUE 1: PENRITH VALLEY’S RECOGNITION (DCS)

Longer Term Goal: Penrith Valley is recognised and distinguished nationally and internationally.

DIRECTOR COMMENTS ON THIS ISSUE:

There are three term achievements that underpin the delivery of this issue. They deal with the establishment of an institution or event, Penrith Lakes and the effective marketing of Penrith Valley as a recognised locality.

In relation to the international event or institution, we have evolved two ideas for an institution and one for an event and these are being actively pursued.

We have been working with the University of Western Sydney on both the potential institutions with the objective of developing centres of excellence in partnership with the University.

A National Water Institute based in Penrith Valley is being explored, drawing on Penrith’s two significant fresh-water assets – Nepean River and Penrith Lakes. The concept is that the institute would become a national centre of excellence for research and technological development in the use, reuse and conservation of water and the maintenance of national river health. The site proposed is Penrith Lakes. A report on this initiative is being prepared for Council’s consideration.

The second institute being explored is that of a Centre of Universal Design. This is an exciting concept which contradicts the traditional approach of providing separate facilities depending on the abilities of users. An Australian foundation for universal design could provide a national base for gathering and disseminating information on universal design, facilitating education and training, research investigating innovative universal solutions to the built environment and providing the development of important state and national planning standards for a more accessible and sustainable future for people of all ages and abilities. Again, productive meetings have been held with the University on this concept and will be the subject of a report to Council shortly.

The third initiative being explored is a water-based event. We have recently been approached by a representative of the Roland Corporation, which is interested in underwriting a solar boat challenge on Penrith Lakes. The concept proposed is similar to that of the solar car challenge across Australia, which attracts international interest. This proposed event embodies principles of sustainability which are fundamental to Council’s Strategic Plan. It is proposed that the inaugural challenge be run in conjunction with Council’s ‘Activate’, which is to be held in October. It is expected that from 2007 onwards, the solar boat challenge would be a stand-alone event.

In relation to Penrith Lakes, there are two substantial opportunities which will serve to differentiate Penrith from other places in Metropolitan Sydney. Firstly, the parklands will provide innovative recreation and entertainment opportunities through water and land-based events. This, combined with the high quality living environment, will add to the diversity of housing choice in the City and potentially prestigious opportunities to attract a range of business executives and other professionals to our City. The Lakes also provide an excellent opportunity to demonstrate best practice and sustainable community development and recreation. Substantial headway has been made on the planning for the proposed urban area.

However, the same cannot be said at this point in time about the parklands. This is of concern as the scheme is scheduled for completion in 5 or 6 years and we do not have a confirmed management arrangement for the parklands, sustainable funding solutions nor agreed plans for realising the exciting opportunities that it presents. These are actions which we will need to remain vigilant on over the next 6–12 months.

Penrith’s recognition both locally and throughout Sydney as a vibrant, innovative and attractive city is a longer-term objective. Results of marketing research previously undertaken confirm that Penrith was recognised as having these qualities when compared to other areas in Western Sydney. That research also showed that Penrith residents had a higher esteem about the City than residents in other areas of Western Sydney.

Our City marketing initiatives continue to build on the positive trends, including marketing of the Penrith Valley brand and targeting markets within and outside the City. Penrith Lakes has the potential to further distinguish the City. A number of programs are being developed those partnerships, including a tourism partnership with the Penrith Valley Economic Development Corporation (PVEDC).

TERM ACHIEVEMENT 1.1 (EDCMM)

A DECISION HAS BEEN SECURED FROM RELEVANT GROUPS TO DEVELOP A NOMINATED INSTITUTION OR EVENT THAT HAS THE STATUS TO CAUSE PENRITH VALLEY TO BE WIDELY RECOGNISED LOCALLY, THROUGHOUT THE STATE, NATIONALLY AND THROUGHOUT THE WORLD.

This will require an assessment of the types of institution or event that would be able to deliver this level of recognition, identifying partners who would work with Council in developing such an institution or event and securing the commitment of those partners.

CONTEXT/ISSUES:

This term achievement relates to the longer-term goal that “Penrith Valley is recognised and distinguished nationally and internationally”. This objective, by its nature, is a longer-term initiative, however, it is anticipated that the framework for moving towards this outcome will be established during the term of the current Strategic Plan.

The institute or event should build on Penrith Valley’s innate strengths and unique assets to make a powerful statement about the City in a global context. The establishment of such a framework will include a number of steps, as follows:

· Consultations both within Council and externally to canvas potential themes for an institution or event that might meet the longer-term goal.

· An initial assessment of the ideas coming forward to determine which would best meet the longer term goal and identification of potential partners who could potentially contribute towards the development of the nominated institution or event.

At this point it would be necessary to conduct a detailed feasibility analysis of the proposed institution or event in conjunction with potential partners leading to the development of a business plan confirming feasibility, investment required, return on investment and benefits to the City including national and international brand exposure. This will require the assistance of an external business consultant with experience in providing advice on such projects. The business plan would need to be adopted by the identified partners and a strategy prepared to implement the business plan for the selected institution or event.

If an event was selected as the most appropriate vehicle for achieving the longer term goal this would need to be integrated with Council’s event strategy.

This term achievement is an enhanced service in the 2005-09 Strategic Plan and is clearly seen by Council as a high priority.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The development of an institution or event that has the status to cause Penrith Valley to be widely recognised locally, throughout the State, Nationally and throughout the world is, by its nature, a longer-term initiative. The institute or event should relate broadly to the intent and thrust of Council's Strategic Plan and should be unique to Penrith Valley whilst building on the area's innate strengths and assets.

To this end, consultations have been undertaken with various stakeholders to consider ideas for the development of an appropriate institution or event. Three potential areas are currently being explored with various stakeholders. The first relates to the development of an Institute for Universal Design. The discipline of universal design is a holistic approach to the design of products and facilities, which combines provision for all people in the design. This is an area of emerging research interest.

A Centre of Universal Design currently exists in the United States of America at Bradford Woods and is attached to the University of Indiana, however, no such centre or institute exists in the Southern hemisphere. Hence an opportunity exists for the development of such an institute in Penrith, which would be quite unique in this part of the world. Such a centre could provide a national base for gathering and disseminating information on universal design, facilitating education and training, conducting research, investigating innovative universal design solutions to the built environment and promoting the development of improved state and national planning standards for a more accessible and sustainable future for people of all ages and abilities.

Consultations with representatives from the University of Western Sydney have been positive and they are interested in exploring the concept. In the first instance work is occurring with university staff to integrate principles of universal design into coursework for their Industrial Design Course. Council staff are working with university staff on practical universal design projects that would have benefits within the City. The development of such an institute has a close alignment to Council's Strategic Program in that an outcome of the PLANS Study was to pursue the creation of an institute of universal design.

The second relates to the development of an institute relating to Water Management. Consultations have taken place with representatives from the University of Western Sydney to discuss such a concept. UWS are already involved in a Cooperative Research Centre (CRC) for Irrigation Futures along with a number of other universities and organisations. This CRC is not based in Penrith. The consultations have indicated that there may be interest in working with Penrith City Council on some of their initiatives. CRC's are funded by the Federal Government and participating organisations. Investigations have revealed that there are already a number of other CRC's and research organisations involved in water management, hence the development of such an institute would not be unique to Penrith.

The final relates to the development of a water themed event. Penrith Valley's branding of "River, Mountains, Lakes" and its tourism positioning around aquatic recreation and outdoor activities logically points towards the development of a water themed event to build on our innate strengths and assets. This of course is reinforced by the presence of two water based international standard sporting facilities in the City, the Penrith Whitewater Stadium and the International Regatta Centre which are both located at Penrith Lakes. Penrith Lakes of course in its own right will increasingly become a unique identifying feature of Penrith Valley as it nears completion.

These facilities already attract a range of significant State, National and International events to the City predominantly in the sporting disciplines of rowing, canoeing and slalom canoe. Council works with the facility operators and event organisers to leverage city marketing advantage through these events. Clearly an important strategy is to continue to work with these groups to attract such events to the City. There is also the opportunity to build on these events to add another dimension to major events coming to these facilities. Discussions have occurred with the CEO of Australian Canoeing along these lines.

An exciting proposal being progressed is the concept of a Solar Boat Challenge to be conducted at Penrith Lakes. This is being pursued in conjunction with the Roland Corporation, which is an international technology company who has expressed an interest in underwriting such an event. The vision for the event ultimately is of a similar scope to the Solar Car Challenge across Australia, which gains significant international exposure. Such an event embodies principles of sustainability and environmental protection, which are so prominent in Council's Strategic Programme. In the first instance it has been agreed to run this event as part of Council's Activate Programme in 2006. In future years there is the opportunity for the Solar Boat Challenge to anchor a broader aquatic based festival around a sustainability theme.

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TERM ACHIEVEMENT 1.2 EPM

PENRITH LAKES IS DEVELOPING AND BEING USED IN A WAY THAT ESTABLISHES IT AS A PRINCIPAL SYDNEY DESTINATION.

This will involve working with parties involved in planning the precinct to encourage provision of facilities for a range of uses in the precinct master plan including a regional centre for water based recreation, elite sports, entertainment, events and enterprise. It will also involve working with appropriate bodies to market Penrith Lakes for these uses.

CONTEXT/ISSUES:

This Term Achievement recognises the substantial opportunity, which can be afforded by the Penrith Lakes development to distinguish the site and Penrith in its regional setting. That unique setting is differentiated from other places in Penrith and is reinforced by the natural attributes of the adjacent Nepean River corridor, Blue Mountains escarpment and the Castlereagh rural landscape to the north. Penrith Lakes has the potential to become a principal Sydney destination with innovative recreation and entertainment opportunities, world renowned water-based sporting venues and a high quality living environment which will add to the diversity of housing choices in the City, in particular, a prestige address attractive to business executives and other professionals. It will provide an excellent means of establishing best practice in sustainable community development and recreation.

The established world class sporting venues and the unfolding of a new regional parkland facility are significant community legacies, the planning for which needs to provide for the realisation of the site’s potential.

The planning process to date has indicated a range of opportunities including employment based uses which would contribute to new job creation. However, the planning for the parklands has not yet advanced where clarity on the range of new recreation opportunities has been effectively canvassed. The State Government also has not yet established a Management Authority who would have control of the operation and management of the Lakes and the Parkland activities.

It will be imperative to determine sustainable financial models and related funding mechanisms, as well as ongoing Government commitment to delivering and managing the parkland facilities and Lakes over time.

The Department of Planning has indicated that a Development Control Plan for the Parkland will be advanced in 2005/06. It is not yet clear whether this Development Control Plan will be the adopted blueprint for the parkland or only extend to the concept masterplan stage. Delays in the formulation of the REP amendment have occurred in relation to achieving a clear outcome in regard to the flood impacts affecting the site and the need for a Regional Flood Evacuation Strategy to be endorsed by Government. This issue is perhaps the most significant one to address prior to the exhibition of the new REP and negotiations concluding in regard to the developer’s financial arrangements.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

To this end, we have actively engaged with the Department of Planning (DoP) and Penrith Lakes Development Corporation (PLDC) on a range of issues emerging from the State Government's development of a new Regional Environmental Plan for Penrith Lakes. In particular, focus has been given to flood evacuation and flood planning levels for the area and ensuring that best practice water management arrangements are pursued in the establishment of the lakes system. We have continued to pursue Government to establish a separate Management Authority for the parklands to enable its effective operation and the delivery of a wide range of recreational opportunities for the community. We have also urged the Government develop a sustainable funding strategy for the ongoing operation of the parkland. The established world class sporting venues and the unfolding of a new regional parkland facility are significant community legacies, the planning for which needs to provide for the realisation of the site’s potential. We have urged DoP to pursue the preparation of a Development Control Plan for the parklands, which will provide a platform for determining recreation opportunities, activity precincts and development opportunities. DoP have developed a consultant brief and sought expressions of interest to advance this process. A range of major community events are being planned including the Commonwealth Games Queens Baton Relay and Australia Day celebrations. The Whitewater and Regatta Centres continue to be used for national and international events.

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TERM ACHIEVEMENT 1.3 (EDCMM)

PENRITH VALLEY IS RECOGNISED LOCALLY AND THROUGHOUT SYDNEY AS VIBRANT, INNOVATIVE AND ATTRACTIVE, DISTINGUISHED FROM THE REST OF SYDNEY, WITH A RANGE OF SERVICES AND EXPERIENCES, COMPLEMENTED BY THOSE AVAILABLE IN THE BLUE MOUNTAINS AND HAWKESBURY.

Penrith Valley is recognised locally and throughout Sydney as a vibrant, innovative place, distinguished from the rest of Sydney by its attractive natural assets, the economic, social and cultural services it provides to outer northwest Sydney and which are complemented by Blue Mountains’ iconic world heritage landscapes and parks and by the natural attraction and history of the Hawkesbury region.

CONTEXT/ISSUES:

This term achievement relates to the longer-term goal that “Penrith Valley is recognised and distinguished nationally and internationally”.

During the life of Council’s previous strategic plan the branding “Penrith Valley – River; Mountains, Lakes” was adopted for the region. A City Marketing Program was developed to market and promote Penrith Valley to a wide audience. This was rolled out in the lead up to the Sydney 2000 Olympic Games to gain international exposure for Penrith and its role in hosting the rowing, canoeing and slalom canoe programs during the Olympics. A City Marketing Program has continued to be implemented since that time.

It is intended under this term achievement to maintain a City Marketing Program that presents Penrith Valley as the attractive, vibrant centre of outer North-West Sydney, designed to distinguish it from other parts of Sydney and attract visitors.

The City Marketing Program will include:

§ Prepare, implement and monitor annual City Marketing Plan.

§ Maintain, develop and promote the Penrith Valley Web Site and position it as a major city marketing tool.

§ Promote the City Marketing Program and brand to local businesses and other partners.

§ Publish Penrith Valley Views bi monthly newsletter.

§ Implement a Sydney Image Improvement Program utilising the media.

§ Provide assistance and advice for event organisers and manage the event sponsorship program.

§ Publish and distribute the Penrith Valley Experience visitors guide

§ Maintain a Conference Market Development Network and promotional program, including publication of a tour ideas kit and participation in families and promotions.

§ Source, maintain and distribute statistical information on tourist visitation to Penrith Valley.

§ Promote the value of the city marketing and Penrith Valley assets to local residents.

§ Maintain a farm tourism program.

§ Maintain marketing relationships and programs with the education and health sectors.

§ Co-ordinate a special visits network to encourage international educational tours.

§ Respond to approaches from advertising representatives.

§ Participate in Economic Development Program marketing activities.

§ Encourage investment in tourism and other marketable infrastructure.

§ Contribute to the staging of the 2006 LGSA Tourism Conference in Penrith Valley.

A survey was conducted in 2002-03 to gain an understanding of the perceptions of residents of Greater Sydney to Penrith Valley as an innovative, vibrant and attractive place. It is intended to repeat this base survey in 2008-09 to determine how the City Marketing Program has contributed to changes in perception that may have occurred over that time.

Penrith Valley’s assets as the regional capital of outer North-Western Sydney, is complemented by the iconic natural features of the Blue Mountains and the historical and natural features of the Hawkesbury region.

To build on these complementary assets it is intended to establish a working agreement with the Councils and tourism organisations in these areas to cooperatively market those assets to provide common benefits to all three regions.

This will involve agreeing on an approach with representatives of the other regions and then together developing a program of cooperative activities.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

This is an ambitious outcome and is a longer-term objective to realise wide recognition of Penrith for these qualities. Market research has been previously undertaken to determine if residents in Sydney recognised Penrith as innovative, vibrant and attractive and distinguished from the rest of Sydney. Results of the research showed that Penrith was recognised as having these qualities when compared to other areas in Western Sydney. The research also showed that Penrith residents generally had higher esteem about their City than residents of other areas in Western Sydney. City marketing programmes will continue to build on the positive trends shown in the research. These programmes include greater exposure to the Penrith Valley brand and associated promotional materials to target markets within and outside the City. Of particular significance is the development and promotion of the Penrith Valley Website as our major city marketing tool and the continued publication and wide distribution of the Penrith Valley Experience.

It is critical to continue to work with others both inside and outside the City to achieve our city marketing goals. To this end networks continue to be developed and maintained, including the Penrith Valley International Special Visits Network and the Conference Market Development Network. Joint city marketing programmes also continue to be developed and implemented with the Tourism Task Group of the Penrith Valley Economic Development Corporation. It has also been recognised that there is potentially significant mutual benefits in working closely with tourism and Local Government interests in the Blue Mountains and Hawkesbury areas to undertake joint initiatives to market this sub-region. A series of positive consultations is progressing this initiative. It is intended towards the end of the current Strategic Plan to conduct further market research to measure against the previous benchmark research the progress towards this term achievement from the ongoing rollout of City Marketing Programmes.

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ISSUE 2: PENRITH CITY CENTRE’S METROPOLITAN ROLE (DCS)

Longer Term Goal: Penrith City Centre is the principal urban centre of Outer Western Sydney as reflected in its economic, cultural and social diversity.

DIRECTOR COMMENTS ON THIS ISSUE:

Penrith City Centre has for some considerable period of time provided a range of higher order economic, human and lifestyle services to outer Western Sydney and the Central West. Penrith’s recognition within the Metropolitan Strategy as a regional centre brings with it an expectation that the State Government would have greater interest in its planning and development. The extent to which that will occur in the short term is a matter that we are seeking clarification on, particularly in the context of our current city centre planning.

Our draft strategies for the city centre were endorsed by Council in December for public exhibition which will occur in the first quarter of 2006. That strategy was underpinned by a substantial consultation program and a suite of studies on economic, urban design, access and parking, and social facility needs.

An extensive consultation program is planned so that we broadly canvas community and stakeholders views on the draft strategy.

The draft strategy identified a preferred landuse pattern and suggested controls for building form and density. It also canvasses an approach to access and parking management, including the concept of a satellite carpark and a shuttle bus service. It is hoped that this strategy will be finalised mid year and that will facilitate the preparation of strategic plans and supporting documentation.

A detailed implementation plan will also be prepared guiding delivery of the strategy’s recommendations including access and parking initiatives and public domain enhancements.

Accessing the city centre will be further addressed through the Integrated Transport and Landuse Plan, which have now been funded by the Department of Planning. This Plan, which is being prepared as part of the Penrith Urban Lands Strategy and Urban Work, is scheduled to commence in the later part of 2006.

TERM ACHIEVEMENT 2.1 (LPM)

PENRITH CITY CENTRE PROVIDES A COMPREHENSIVE RANGE OF ECONOMIC AND HUMAN AND LIFESTYLE SERVICES TO OUTER WESTERN SYDNEY AND CENTRAL WESTERN NEW SOUTH WALES.

This will include retail, commercial, professional and human services, including social support, government programs and education; lifestyle services, including cultural, sports programs, social amenities and entertainment all to a standard and scope reflecting the Centre's regional role.

CONTEXT/ISSUES:

This Term Achievement recognises Penrith City Centre’s significant role in the long-term sustainability of the City and the region, particularly the Centre’s role in contributing to active and cohesive communities, and a strong economy.

The Penrith City Centre Strategy will position it as the principal retail, commercial, cultural and social centre of the City and a key focus within the region, and will identify the Centre as a vibrant, attractive and safe place to live, learn, play, shop, socialise, visit and conduct business.

The City also needs to be able to successfully establish and market itself as a distinct (regional) place by developing a strong and attractive positioning and image for the community, and delivering the City’s products and services in an efficient accessible way. The provision of regional centre services and facilities must be pursued in this context of place building and promoting a successful regional place. Enhancing the City’s recreation and cultural facilities and opportunities is also vital in building on Penrith’s unique character and strengths.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The Term Achievement will be realised over the next four years by completing the City Centre Strategies, and then facilitating the implementation of the adopted actions (including the incorporation of planning controls in the new Local Plan). It will also rely on enhancing the City’s recreation and cultural facilities and opportunities, and marketing Penrith’s unique character and strengths. In this regard, the Review has progressed with precinct planning undertaken, draft planning controls prepared, and the 3D model developed. In December 2005, Council endorsed the public exhibition of the draft Strategies for each of the Centres, and a communication program to ensure broad community feedback (including specific forums, presentations, discussions, and all information available on the City Centres website) is being delivered. The exhibition closes 31 March 2006. Work has also continued with commencement of the redevelopment of the Penrith Football Stadium, an expanded cultural program being implemented at the JSPAC, and capital improvements planned for the Penrith Regional Gallery and Lewers Bequest. Initial benchmarking of the Centre's sporting, leisure, cultural and business facilities has been clarified through the Metropolitan Strategy's identification of the 27 key centres (including the 2 harbour cities, and Penrith as one of the 3 regional cities). This provides a framework against which we can pursue more detailed consideration of the Centre's available services and facilities, and its market position. A greater understanding of Penrith's identified regional role will also be gained through the current Sub Regional Planning process.

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TERM ACHIEVEMENT 2.2 (DTAM)

A COMPONENT OF A CITYWIDE LAND USE AND TRANSPORT PLAN ADDRESSING PENRITH CITY CENTRE AND NEARBY PLACES OF REGIONAL IMPORTANCE OR ATTRACTION IS BEING IMPLEMENTED.

That component will address means of accessing the City Centre by road, public transport the particular needs of the various Penrith City Centre user groups and transit links with the City Centre, Penrith Stadium/Panthers, Nepean Hospital, UWS and Penrith Lakes.

CONTEXT/ISSUES:

Penrith City Centre is recognised as an emerging Regional City. The establishment of core regional transit corridors, and regional services that provide improved intra-regional access, will support access to and within the City, including the Penrith City Centre. Such a network will provide greater accessibility within the region, reduce growth in private vehicle mode-share and congestion, promote an efficient and balanced transport system and provide the backbone for concentration of employment and population growth.

This Term Achievement recognises that a comprehensive response is needed to deliver a coordinated and integrated transport system for the City, with components being implemented through the development of release areas and the vitalisation of the City Centres. That response will include access to, from and within the City by road, pathway networks, and all forms of public transport, and also involve local transit links with Penrith Stadium/Panthers, Nepean Hospital, UWS and Penrith Lakes.

The Metropolitan Strategy has provided a broad framework of land uses (including the identification of 27 key Centres, and areas for employment, enterprise, residential development, biodiversity protection, and rural activities) across the region. This broad Strategy is currently being considered in greater detail through the Sub Regional Planning process, managed by the Department of Planning, and is expected to be finalised by June 2006. The North-West Sub Region includes Baulkham Hills, Blacktown, Hawkesbury, Blue Mountains, and Penrith Council areas. These Councils were successful in receiving $125,000 (as a group) from the Planning Reform Fund Program to assist in resourcing the current Sub Regional planning exercise.

The Sub Regional Planning Framework will focus on the capacity of each sub-region to deliver the Department's identified employment and housing targets. One of the key elements under consideration in this process will be transport, including existing systems and future needs. That process, once concluded, provides a sound basis on which Council can then undertake its more detailed Integrated Transport and Land Use Study, which will focus on the transport needs of the City's communities, businesses, workers and visitors. Given the timeframes for the Sub Regional Planning process, it is now anticipated that the Integrated Transport and Land Use Study will commence, concurrently with the Residential Review, from July 2006.

The study will address train and bus services and interchanges as well as commuter parking, bike and pedestrian networks, travel demand management and CBD/Town Centre access. The road network component part of this study has already been addressed in consultation with RTA with the development of the Penrith Arterial Roads Study, which is dealt with in Term Achievement 24.2.

Concerns raised, in the past, regarding the preparation of this Study, have centred on Council's capacity to require the active participation and commitment of the relevant state agencies to both the process and its outcomes. The Memorandum of Understanding (for the funding) has identified this issue, and sought assistance from the Department of Planning in ensuring appropriate state agency involvement. This is an issue that may need to be closely monitored, and further assistance may be needed to ensure the process is robust, and State Government commitment is achieved. Significant benefits could also be achieved by working with our neighbouring Councils, particularly those in the North West Sub Region, to seek agreed transport solutions.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The timing of the City Centres Review will see the studies for the Integrated Plan commencing later this year. The timing will also mean that implementation of any capital works resulting from the City Centres study is not likely to occur until next year (subject to funding). A City Centres Strategy Implementation Group has been formed to commence the development of an implementation plan and to identify a program of city centre improvements that may be able to be commenced in the short term. This will enable a draft program of works to be identified for funding considerations.

A study is also progressing that is addressing the service levels of bus services in the LGA and this will be used as a background study for the development of the Integrated Transport & Land Use Plan. Whilst Council is now co-ordinating the citywide Integrated Transport & Land Use Plan, continued pressure needs to be brought to the relevant agencies to ensure that they both commit to participate in the development of the Plan and accept the outcomes of the Plan.

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ISSUE 3: ST MARYS’ REGIONAL ROLE (DCS)

Longer Term Goal: St Marys offers a broad range of district level retail and service businesses and a lively urban village lifestyle reflective of its historic traditions.

DIRECTOR COMMENTS ON THIS ISSUE:

St. Marys Town Centre has a significant role as a district centre supporting retail, commercial, government, professional, social and cultural needs of the surrounding communities.

The City Centre studies have confirmed that St. Marys is a successful urban village with its own unique range of shopping and cultural experiences to complement the City’s regional role.

The draft strategy for St. Marys was endorsed for public exhibition and comment in December. This is scheduled for the first quarter of 2006. The strategy provides substantial opportunity for additional residential development in and around the centre and this will require quality design responses to buildings and enhancements to the public domain.

Improved access from the carparks to Queen Street was identified as a priority action, together with facilitating improved links between the village shopping centre and the Queen Street strip.

As with Penrith, the St. Marys strategy, when endorsed, will facilitate the preparation of appropriate statutory plans and supporting documents. An implementation plan will also be prepared, guiding the delivery of the strategy’s recommendations including access and parking and public domain enhancements.

St Marys' district role will be complemented by the further development of the Penrith Valley Cultural Precinct. Council has endorsed an extensive range of improvements for the precinct and implementation has commenced.

St Marys will also be included in the Integrated Transport and Landuse investigation which is scheduled to commence later in 2006. Recommendations from that study will need to be incorporated in the implementation plan.

TERM ACHIEVEMENT 3.1 (DTAM)

A COMPONENT OF A CITYWIDE LAND USE AND TRANSPORT PLAN ADDRESSING ST MARYS TOWN CENTRE IS BEING IMPLEMENTED.

That component addresses means of accessing the Centre by road and public transport, the needs of its various user groups, links to nearby activity centres including the ADI development and UWS, and the Centre’s role as a major transport focus.

CONTEXT/ISSUES:

St Marys is recognised as a major urban village and, as such, warrants specific inclusion in the Citywide Integrated Transport and Land Use Plan. The establishment of core regional transit corridors, and regional services that provide improved intra-regional access, will support access to and within the City, including St Marys Town Centre. Such a network will provide greater accessibility within the region, reduce growth in private vehicle mode-share and congestion, promote an efficient and balanced transport system and provide the backbone for concentration of employment and population growth.

This Term Achievement recognises that a comprehensive response is needed to deliver a coordinated and integrated transport system for the City, with components being implemented through the development of release areas and the vitalisation of the City Centres. That response will include access to, from and within the City by road, pathway networks, and all forms of public transport, and also involve local transit links with nearby activity centres including the ADI development and UWS, and the Centre’s role as a major transport focus.

The Metropolitan Strategy has provided a broad framework of land uses (including the identification of 27 key Centres, and areas for employment, enterprise, residential development, biodiversity protection, and rural activities) across the region. This broad Strategy is currently being considered in greater detail through the Sub Regional Planning process, managed by the Department of Planning, which is expected to be finalised by June 2006. The North-West Sub Region includes Baulkham Hills, Blacktown, Hawkesbury, Blue Mountains, and Penrith Council areas. These Councils were successful in receiving $125,000 (as a group) from the Planning Reform Fund Program to assist in resourcing the current Sub Regional planning exercise.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Council's regional importance has been confirmed in the recently announced Metropolitan Strategy. This Strategy has also confirmed that Penrith will be subject to the development of an Integrated Transport & Land Use Plan. Funding for the development of this Plan has been provided as part of the funding package for the Penrith Urban Lands Study & Strategy preparation. Work on the Urban Lands Study is progressing, as are the studies for the City Centres Review. These studies will be an integral part in the preparation of the Integrated Transport & Land Use Plan. The timing of the City Centres Review will see the studies for the Integrated Plan commencing later this year. The timing will also mean that implementation of any capital works resulting from the City Centres study is not likely to occur until next year (subject to funding). A study is also progressing that is addressing the service levels of bus services in the LGA and this will be used as a background study for the development of the Integrated Transport & Land Use Plan. Whilst Council is now co-ordinating the City-wide Integrated Transport & Land Use Plan, continued pressure needs to be brought to the relevant agencies to ensure that they both commit to participate in the development of the Plan and accept the outcomes of the Plan.

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TERM ACHIEVEMENT 3.2 (FOM)

THE PENRITH VALLEY CULTURAL PRECINCT IS COMPLETED AND CONTRIBUTING TO A VIBRANT URBAN VILLAGE LIFESTYLE IN ST MARYS.

This will be achieved by implementing Council’s vision and master plan for the Precinct and developing sustainable programs for the local community and beyond.

CONTEXT/ISSUES:

The Penrith Valley Cultural Precinct is that area of land situated at St Marys bounded by the Great Western Highway, Mamre Road, Swanston and Collins Streets. In 1996 Council engaged specialists to assist Council in its investigations of land use opportunities for this area of Council-owned land. The idea of a cultural precinct was drawn from those investigations. Further specialist work was done in 2000 regarding the development of a Precinct Masterplan. Council subsequently adopted a Masterplan, which will guide the future development of this ‘cultural precinct’. This large area of Council-owned land forms part of the St Marys Town Centre and is situated at its south-eastern corner.

The development of the Penrith Valley Cultural Precinct is a major project and has an implementation program over an extended period but its completion could be realistically achieved within the terms of this strategic program.

The current masterplan includes the following vision statement:

“An inviting community arts and cultural centre that meets the diverse needs of Penrith’s and St Marys’ many cultural and community groups in a comfortable, safe and attractive setting through the flexible use and management of a range of community spaces and public spaces, coordinated and shared in a manner that promotes social interaction, mutual respect and community strength, health and well-being.”

An implementation strategy has been developed but its successful completion will depend upon resources. When completed the precinct will be an active and vibrant community arts and cultural centre occupied by many community-based arts/cultural groups applying a range of activities and programs.

The St Marys Town Centre has been the subject of a comprehensive planning review out of which will emerge a range of programs and strategies that will ensure the economic, social and environmental sustainability of the Town Centre. The Penrith Valley Cultural Precinct has a part to play in the success of that major strategy and how the Precinct ‘unfolds’ should be guided by the Town Centre strategies.

This Term Achievement will be achieved by implementing Council’s vision and masterplan for the Precinct and developing sustainable programs for the local community and beyond.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The development of this cultural precinct, as a major Council project, was first envisaged as an element of Council's previous strategic program. During that period Council lead the development and adoption of a precinct masterplan and implementation of the initial stage. Some slippage has occurred. An extensive program of further capital improvements and other initiatives for the precinct has been endorsed by Council and its implementation commenced. Investigations have commenced on the future precinct management structure and funding strategies. A comprehensive planning review of St Marys Town Centre has been completed and strategies will be developed from that review that will have an influence on how the cultural precinct will 'take shape' and programs that will add value to the St Marys urban village.

TERM ACHIEVEMENT 3.3 (LPM)

ST MARYS OFFERS A RANGE OF DISTRICT LEVEL RETAIL AND SERVICE BUSINESSES TO ITS SURROUNDING LOCALITIES.

This includes retail, commercial, government, professional and social and entertainment services, all to a standard and scope reflecting the Centre’s important role.

CONTEXT/ISSUES:

This Term Achievement recognises St Marys Town Centre’s significant role in the long-term sustainability of the City, particularly as a District Centre that contributes to active and cohesive communities, and a strong economy.

The St Marys Town Centre Strategy will position it as the principal district centre of the City, and will identify it as a vibrant, attractive and safe place to live, learn, play, shop, socialise, visit and conduct business. The City also needs to be able to successfully establish and market itself as a distinct place by developing a strong and attractive positioning and image for the community, and delivering the City’s products and services in an efficient accessible way.

This Term Achievement is also intrinsically linked with the City’s ability to successfully establish and market itself as a distinct place by developing a strong and attractive positioning and image for the community and delivering the city’s products and services in an efficient accessible way. A marketing campaign that promotes St Marys attractiveness and benefits to ensure that potential users are fully aware of the advantages is critical to achieving this status amongst place buyers.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The City Centres' Review aims to ensure the vitality and viability of the City's two key Centres over the next twenty to thirty years, by requiring exceptional design responses for our buildings and public domain, recognising our unique cultural and social values, creating accessible places for people and vehicles, and encouraging economic investment. The St Marys Town Centre Strategy will position it as the principal District Centre of the City, and will identify it as a vibrant, attractive and safe place to live, learn, play, shop, socialise, visit and conduct business. The City also needs to be able to successfully establish and market itself as a distinct place by developing a strong and attractive positioning and image for the community, and delivering the City’s products and services in an efficient accessible way.

The Term Achievement will be realised over the next four years by completing the City Centre Strategies, and then facilitating the implementation of the adopted actions (including the incorporation of planning controls in the new Local Plan). It will also rely on enhancing the Town Centre’s cultural facilities and opportunities, and marketing Penrith’s unique character and strengths. The Review has progressed, with precinct planning undertaken, draft planning controls prepared, and the 3D model developed. In December 2005, Council endorsed the public exhibition of the draft Strategies for each of the Centres, and a communication program to ensure broad community feedback (including specific forums, presentations, discussions, and all information available on the City Centres website) is being delivered. The exhibition closes 31 March 2006. The Metropolitan Strategy's identification of the 27 key centres (which does not include the St Marys Town Centre) provides a framework against which we can pursue more detailed consideration of the Centre's available services and facilities, and its market position. A greater understanding of St Mary's role will also be gained through the current Sub Regional Planning process.

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ISSUE 4: REGIONAL GROWTH (DCS)

Longer Term Goal: The City positively influences policy and decisions on metropolitan and regional growth and development that affects it.

DIRECTOR COMMENTS ON THIS ISSUE:

The metropolitan strategy has confirmed Penrith’s vital role in Sydney’s Greater West. In deed, that strategy proposes that Greater Western Sydney accommodate a substantial share of Sydney’s future housing and employment requirements.

Penrith will be called upon to play its role in responding to the region’s growth needs and this will have substantial implications for our City. This further compels the development of effective communication strategies that advise our community about the consequences of our regional role. To this end, we have embarked on a program of consultation with key city partners with further meetings scheduled for the New Year.

In order to effectively respond to the challenges canvassed by the Metropolitan Strategy, we will need to work closely with our neighbouring Councils, WSROC, Greater Western Sydney Economic Development Board and GROW. We have been active in establishing a partnership with the Department of Planning, WSROC and the North West Councils on our approach to the preparation of a Sub Regional Plan. Work on that Plan is due to commence early in 2006 with anticipated completion around the middle of the year.

Our participation in the Sub Regional Plan will enable us to effectively argue for the delivery of agreed services and facilities consistent with our growth requirements. This is a matter that we have been pursuing with other Councils in the Sub Region so that we are able to take a common voice to the Department of Planning in this process.

We have also, in company with WSROC, been promoting the need for a Regional Employment Strategy. Given the vast number of jobs required across Western Sydney, both within and outside the new sectors, we believe it imperative that some form of strategy be agreed between all levels of government on how those employment outcomes are to be achieved.

The Mayor has initiated meetings with the Mayors and senior staff of adjoining Councils for the purpose of outlining some of the principal objectives of our Strategic Plan that have relevance to our neighbours. These meetings are scheduled for the New Year.

As reported elsewhere, the Department has funded an Integrated Transport and Landuse Plan for our City. This Plan, which is scheduled for commencement in 2006, will provide a blueprint for the City’s transport needs and will require commitment of various government agencies for its delivery.

We continue to meet regularly with the local State Members of Parliament in order to convey Council’s preferred positions and priorities for which the State Government is responsible. The last such meeting occurred just prior to Christmas.

We have also met with the local Federal Members and the Member for Macarthur, the Federal Government spokesperson for Western Sydney, to appraise them of those matters within our Strategic Plan of relevance to the Federal Government

TERM ACHIEVEMENT 4.1 (EPM)

THE COMMUNITY AND CITY ORGANISATIONS ARE INFORMED ON ISSUES RELEVANT TO METROPOLITAN GROWTH AND DEVELOPMENT THAT AFFECT THE CITY AND THE REASONS FOR COUNCIL’S RESPONSE TO THEM.

That will be achieved through engaging the community in discussions and developing responses to those issues, dialogue with individual City organisations around particular issues and development of joint City partnership forums and community forums.

CONTEXT/ISSUES:

The City has a vital metropolitan role to play and incorporates a range of facilities of regional importance including JSPAC, Nepean Hospital, UWS, WSI TAFE, Lewers Gallery, SIRC and the White Water facility. The significant role Penrith is assuming in the context of Western Sydney and our surrounding catchment is being recognized by Government and is likely to assume Regional City status in its impending Metropolitan Strategy. The role Penrith and St Marys centres will play is also of increasing importance as the hubs of commercial, recreation and cultural activities for our community.

Penrith continues to grow and will change over the next 15 to 20 years to a more cosmopolitan city, one which is increasingly more vibrant and active. From recent research, it is apparent that some two-thirds of population growth over the next 20 or so years will be generated by natural population increase. New urban communities will emerge and will be deliver a wide range of housing types, some different and more dense in form than currently experienced. Our population profile is changing with households becoming smaller and a growing number of one and two people requiring housing. Although a large group within our community remains families with children, there is an increasing proportion of older people requiring special consideration, tailored housing requirements and social facilities.

The reasons for Penrith’s growth and gaining a greater acceptance from the community to the changes that new growth will bring will be a focus in this TA. This dictates the need for a clear Communication Strategy, which will provide a principal means of explaining the influences that are shaping the future of our City. This will also engage Council in exploring the implications of regional development and the external changes which will influence the City over time, particularly the new major urban growth centre proposals adjacent our boundaries being advanced by State Government.

The growth of the City needs to be sensitively managed, given that this will create additional infrastructure demands beyond which exists and in some cases infrastructure such as transport networks will extend beyond the LGA to neighbouring areas. Over the long-term, it is desirable that the City positively influences policy and decisions on metropolitan and regional growth and development that affects it.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Our community and City organisations need to be kept abreast of these changes and the increasing regional role for our City. We actively participated in community forums relating to the Government's proposals for the North West Growth Centre and made submissions to DoP on behalf of residents. We are also planning a series of forums with business groups early next year to discuss the Metropolitan Strategy implications for Penrith and the emerging role for the Penrith City Centre. Information is being included in Council's community newsletter on urban growth issues in the City, including the progress being made with major release areas and the City's emerging regional role. Preparation of the City's new Integrated Local Plan has commenced, with the initial focus being on the development of planning responses for the City's rural areas, city centres and employment areas.

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TERM ACHIEVEMENT 4.2 (EPM)

JOINT RESPONSES AND INITIATIVES ARE REGULARLY DEVELOPED WITH NEIGHBOURING COUNCILS AND REGIONAL ORGANISATIONS AROUND METROPOLITAN AND REGIONAL ISSUES.

These include initiatives to consolidate its competitive advantage of the outer western sub-region, co-ordinating approaches to the provision of growth generated infrastructure and services and collaborating with these groups to secure mutually beneficial outcomes.

CONTEXT/ISSUES:

Penrith will continue to gain importance as the principal centre for outer north-western Sydney, particularly through the range and scope of services it provides to that sub-region.

This Term Achievement will see us continuing to establish a structured approach to regular dialogue with Blacktown Council around regional issues of mutual interest, that agenda will incorporate opportunities for greater accessibility to employment locations, regional facilities and a range of cross-boundary issues including road and transport initiatives, recreation and conservation matters relating to the major creek corridors.

New associations with Blue Mountains and Hawkesbury Councils are required to be developed to explore opportunities which promote the sub-region as an attractive and vibrant place to live and visit. Themes that will be incorporated in that agenda are identifying the relative strengths of each LGA and the synergies between commercial, cultural and recreation opportunities afforded by an emerging regional city, the significant natural values and recreation environment of the World Heritage area, the diversity in living opportunities in the mountains, and the historic and agricultural values of the Hawkesbury.

Our significant engagement with WSROC and other peak regional organisations such as the GWSEDB and GROW will continue and will establish new initiatives and joint responses on issues of regional significance, including those identified in WSROC’s FutureWest which includes the MACROC Councils’ area.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Discussions with Blacktown Council are being arranged for early next year.

New associations with Blue Mountains and Hawkesbury Councils are required to be developed to explore opportunities, which promote the sub-region as an attractive and vibrant place to live and visit. A series of positive consultants have occurred with tourism organisations and Council representatives in both areas. Further discussions are being arranged which will explore themes such as the relative strengths of each LGA and the synergies between commercial, cultural and recreation opportunities afforded by an emerging regional city, the significant natural values and recreation environment of the World Heritage area, the diversity in living opportunities in the mountains, and the historic and agricultural values of the Hawkesbury.

Our significant engagement with WSROC and other peak regional organisations such as the GWSEDB and GROW has continued and is focusing on new initiatives and joint responses on issues of regional significance, including those identified in WSROC’s FutureWest such as Regional Employment Strategy, joint submissions to Government on its Metropolitan Strategy initiatives and engagement with WSROC and the other Councils in the North West sub-region in the development of a new sub-regional plan with DoP.

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TERM ACHIEVEMENT 4.3 (EPM)

AGREEMENT HAS BEEN REACHED WITH STATE GOVERNMENT AGENCIES TO PROVIDE MUTUALLY AGREED SERVICES AND FACILITIES TO THE CITY CONSISTENT WITH ITS GROWING REQUIREMENTS.

The agreement will address services and facilities needed to allow the city to perform its metropolitan and regional roles successfully, including civil infrastructure, roads and transport infrastructure, public transport programs, health, education and social services, cultural and recreational services, economic programs (including local government agency presence) and environmental management programs.

CONTEXT/ISSUES:

Whilst ambitious, this term achievement recognises the importance of ensuring that there is adequate infrastructure delivered to our City to meet its urban growth requirements. Implicit in this is the recognition that Council’s continuing support for new urban growth to occur within the City must be predicated on reaching appropriate agreements with Government over infrastructure delivery, both ‘hard and soft’.

There will be a need to develop a definitive specification of the principal services and facilities required to meet the growth requirements of the City. Initially that should focus on the positive responses we are working on which reflect the emerging regional City role of Penrith, including planning for the continued growth and vitality of the City’s centres, planning for new urban communities and the identification and planning of growth corridors consistent with the emerging principles form the Government’s Metropolitan Strategy.

This is particularly critical given the Government’s recognition of Penrith in its wider regional context will require the direction of Government services, infrastructure and support for private sector, as well as public, initiatives to promote and reinforce the role our City will play in the wider sub-region which we serve. This categorisation lends weight to our previous arguments for improved infrastructure delivery to Penrith and is important in recognising the implications and impacts which will be created by the Government’s North West and South West Growth Centre proposals which abut our City.

Key services and facilities infrastructure which supports the emerging regional context of Penrith will also need to be identified in the forthcoming North West Sub-Region Planning Strategy process in concert with neighbouring councils and the Department of Planning. A strategy for its ongoing effective roll-out will be a pivotal requirement for agreements with Government.

Council has not been successful to date in having the State Government to recognise the fundamental importance of transport infrastructure in Penrith such as new arterial links, bus service and other public transport improvements, and road upgrades. This would need to continue to be a focus, however it is recognised that this aspect is also canvassed under Issue 24 dealing with accessible public transport and regional road network.

Whilst there is some incentive now being picked up by the private sector through developer contributions at both the local and regional level, it will be necessary to continue to lobby the Government to acknowledge its fair share.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Our initial focus has been on identifying the emerging infrastructure requirements to support Penrith's Regional City role, including planning for the continued growth and vitality of the City’s centres, planning for new urban communities and the identification and planning of growth corridors consistent with the emerging principles form the Government’s Metropolitan Strategy.

Council has made submissions to the Government's Metropolitan Strategy and the proposed North West and South West Growth Centre plans. These have, amongst other things, made special reference to the lack of a clearly articulated and funded infrastructure strategy, which effectively links Penrith to surrounding new urban places and enhances accessibility to jobs for our community. This is particularly critical given the Government’s recognition of Penrith in its wider regional context will require the direction of Government services, infrastructure and support for private sector, as well as public, initiatives to promote and reinforce the role our City will play in the wider sub-region which we serve.

The need for an effective Government response to the delivery of key services and facilities infrastructure which supports the emerging regional context of Penrith has been raised to Local Members and further submissions to relevant Ministers will be required pressing for funding commitments. Emphasis has been given to major transport facilities such as the UWS Railway Station, Werrington Arterial, the EPEA/M7 road link, and ensuring effective service delivery for the established areas and responding to urban consolidation pressures.

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TERM ACHIEVEMENT 4.4 (EPM)

COUNCIL’S PREFERRED POSITIONS AND PRIORITIES RELEVANT TO WESTERN SYDNEY GROWTH AND DEVELOPMENT ARE CONSIDERED BY GOVERNMENTS, REGIONAL FORUMS AND REGIONAL ORGANISATIONS IN THEIR OWN POLICY DEVELOPMENT.

This will be achieved through a structured program of advocacy and dialogue with elected representatives, government agencies, WSROC and other regional associations.

CONTEXT/ISSUES:

The emphasis in this Term Achievement is for Council to influence Government and regional organisations’ policy development concerning Western Sydney’s future growth. That will require Council developing more regular dialogue with Government, both State and Federal, key regional partners and infrastructure providers who make decisions with regard to the region’s development.

As outlined at Term Achievement 4.3, emphasis is required to be given in the continued lobbying of the State Government to the infrastructure needs required to support Penrith’s emerging Regional City role. However, we should also consider opportunities which can be pursued following the publication of the Federal Senate Committee’s ‘Sustainable Cities’ Report to enliven a wider urban regional response at the Commonwealth level and promote opportunities where the Government has some influence, such as the future of Commonwealth owned lands, economic development, university research funding and major road infrastructure. This would see us move to a stronger engagement with Local and other relevant Federal Members.

This Term Achievement will also see us participating at the sub-regional planning level with neighbouring Councils and the Department of Planning to develop specific and targeted responses to the Government’s Metropolitan Strategy directions which will be implemented at the local level.

Council will need to continue to respond to State Government Metropolitan Strategy and related regional planning policies as they are developed and emerge.

There is also the need to ensure that we communicate with peak regional organisations and Government agencies, the development industry and the Penrith Valley business community, and new, regular forums will be required to be established to undertake this dialogue.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

To this end, lobbying has continued on a range of infrastructure needs including discussions with Local members which addressed a broad range of issues including established areas, urban consolidation implications and transport infrastructure delivery. Following the release of the Metropolitan Strategy, we have been engaged with WSROC, DoP and the Councils comprised in the North West sub-region to establish a collaborative approach to developing the North West sub-regional strategy. Regular communication has commenced with the Penrith Valley business community and will be further strengthened as part of Council's broader partnership program, which is being finalised.

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ISSUE 5: ACCESS TO AND EQUITY OF SERVICES (DCS)

Longer Term Goal: Access to services in the City is equivalent to or better than that in other areas of Sydney.

DIRECTOR COMMENTS ON THIS ISSUE:

Penrith’s role as a regional City under the Metropolitan Strategy serves to confirm the range and scope of services it needs to provide not only to service the City of Penrith but to the wider sub-region. Implicit in this is that our residents' access to social services is equivalent or better than that in other areas of Sydney. This necessitates a much closer understanding of our social profile, as well as benchmarking with other relevant areas the appropriate levels of social and other services.

The work completed last year by the Urban Frontiers Program of the University of Western Sydney has enabled us to establish the likely population and social profile of existing and future residents. This, together with the community profile currently being finalised by Id Forecasting will provide Council with enhanced understanding of the socio-economic characteristics of the City’s population.

Analysis of SEIFA (Socio-Economic Indicators for Advantage and Disadvantage) and health indicators has enabled Council to identify Cranebrook and North St Marys as high priority areas for neighbourhood renewal. Participation in social planning partnerships with key government and community partners confirmed that these were appropriate areas and have resulted in additional State Government funding for enhanced social service provision.

Recent work undertaken by Elton Consulting on the neighbourhood renewal planning and review process has confirmed that to achieve sustainable outcomes for local communities, renewal programs are required to be in place for between 5–20 years. A presentation on the neighbourhood renewal planning and review process will be made to Council in the New Year.

Some research and consultation with service providers has been undertaken on the City’s social needs. Existing service levels, as well as unmet needs, have not been benchmarked with other Local Government areas at this time. In this regard, we are exploring a collaborative approach to identifying the unmet social needs of the City to enable us to pursue appropriate government responses to meeting those needs. This currently occurs to some extent through Council’s meetings with the local State Members and can be complemented by a more targeted advocacy with relevant Ministers as required.

TERM ACHIEVEMENT 5.1 (CDM)

A PLAN AS A COMPONENT OF COUNCIL’S OVERARCHING AGREEMENT WITH GOVERNMENT IS IN PLACE SUPPORTING COUNCIL’S CLAIM FOR SERVICE EQUITY FOR THE CITY.

That will establish benchmarks for acceptable levels of equity for residents around social and health characteristics, acceptable levels of provision of nominated services and priorities for Government action and/or Council’s advocacy including issues such as health, education, community services and public transport.

CONTEXT/ISSUES:

Penrith will gain importance as the principal centre of Sydney’s outer north-west, particularly through the range and scope of services it provides to not only its community but to that wider sub-region. Implicit in this is ensuring that our residents’ access to social services is equivalent to or better than that in other areas of Sydney. This will require us to have a much closer understanding of what our future population and social profile will be, as well as benchmarking with other relevant areas the appropriate levels of social and other services.

The first step is to establish the likely population and social profile of existing and future residents. That work is largely complete with the Randolph work on Penrith Urban Growth Study. Together with the community profile currently being finalized by Id Forecasting, Council will have an enhanced understanding of the socio-economic characteristics of the City’s population. The need for a Community Atlas was identified as assisting in the visual representation of socio-economic disadvantage on a small area level.

Some research and consultation with service providers has been undertaken on the City’s social needs. However, these social needs principally relate to unmet service demand or gaps in service provision that are principally funded by government and delivered by local non-government agencies.

Some of the identified needs are population target group based (eg. young people) or suburb/place based. An example of Council’s response to the former is the Youth Needs Audit, which was adopted by Council in 2002. The actions in the Audit were developed from extensive consultations with young people, service providers, as well as the available socio-economic data. Suburb/place based responses have used similar tools, including health indicators and the SEIFA index, to ensure that Council’s actions (eg. Neighbourhood Renewal) are targeted and address issues of equity across the City. Further detail on health inequities is provided in Term Achievement 7.2. Thus there is some overlap in this Term Achievement with TAs 7.1, 7.2 and 13.1.

However existing service levels as well as the unmet needs have not been benchmarked with other LGAs.

Benchmarking of human services, however, is a complex issue, particularly given data access difficulties and the way Government agencies roll out programs across the regions. Obtaining social service data at an LGA level may not be possible. However, a comparative analysis of the extent to which other comparable local government areas in Western Sydney are equipped to deliver needed services to their communities would be required. An added complication is the difficulty in benchmarking social and other services that are delivered at a suburban or subregional (more than one LGA) level. Access to data to support benchmarking is unlikely to be available.

Another challenge is that in the provision of recurrent allocations to fund services through a targeted program, government social service departments invariably respond to emerging social issues through a broad program response (e.g. youth services, children’s early intervention services, Aboriginal services) as well as on a broad catchment basis. Sydney West Area Health and the MetWest Region of the NSW Department of Community Services cover multiple LGAs – recurrent program resources, if they have sufficient priority, are delivered across a region. It is the region’s needs that are the focus, not one LGA.

An alternative approach is to identify the priority unmet social and related needs of the City and advocate for positive government responses to the needs identified and prioritised. This currently occurs through Council’s meeting with State Members and can be complemented with more targeted advocacy of relevant Ministers as required.

Given the focus under Issue 4: Regional Growth, particularly Term Achievements 4.2 and 4.3, for provision of regional infrastructure, services and facilities needed to allow our City to perform its metropolitan and regional roles, there is the opportunity to differentiate Term Achievement 5.1 to apply principally to establishing and advocating for equity of social services for our City. This connects closely with Issue 7, Community Well Being and Social Justice, particularly Term Achievements 7.1 and 7.2.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The final Stage 2 Urban Growth Management Study for Penrith City was presented to Council in August 2005. The findings establish the likely population and social profile of the future community in Penrith given the projected dwelling and population growth proposed for Penrith in the Department of Planning Metropolitan Strategy.

The findings will also inform the review of Council's Residential Strategy and Council's responses to the social and related impacts of growth, redevelopment and change.

Preparations with id profile are also well advanced to accommodate the timely inclusion and consideration of 2006 Census data in Council's assessment of service equity.

A meeting was held with State members in December to advocate to Government on the impacts of urban consolidation on established areas.

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ISSUE 6: SUSTAINABLE RURAL LANDS (DCP)

Longer Term Goal: Council’s strategy to achieve sustainable, productive use of rural lands and preservation of the City’s rural qualities is secured.

DIRECTOR COMMENTS ON THIS ISSUE:

The State Government has directed Councils to prepare a single Local Plan. The conversion of Council’s adopted Rural Land Strategy into a Landuse Plan was delayed because the Local Plan framework was not yet defined. The rural land planning controls have now been scheduled for inclusion into the first instalment of the City’s Local Plan. This will be completed by July 2007.

Implementation of other rural strategy actions occurred. These included the sewering of some villages, monitoring of on-site sewerage systems, exhibition of the Open Space Action Plan and the development of a natural area reserves network across the City.

There are tremendous challenges to rural lands across metropolitan Sydney. They will not be adequately confronted if approached at an individual Council level. For this reason, we have been active in commenting on the Metropolitan Strategy and will do likewise with the Sub-Regional Planning processes that are now commencing. We have advocated for a co-ordinated strategic regional planning approach for rural lands that recognises and preserves the value of these lands.

Council also participated with other Councils in the study of rural lands. This identified their value, as well as the issues and trends facing agriculture on the Metropolitan fringe. The report’s findings have been delivered to the Department of Planning (DoP) for inclusion in the Sub Region Plans.

Work continued on the Penrith City Landscape Strategy. This will be completed for adoption in July of this year. Community involvement and education on the landscape and natural values of the rural areas are a central theme of the strategy.

The Farmers’ Market commenced providing marketing and sales opportunity for rural producers. Regrettably, the markets are not attracting sufficient patronage to sustain them in the long term. Strategies to correct this are being considered.

Funding submissions were made for a number of activities to support agricultural businesses. An agricultural business survey was also conducted identifying issues that will affect the performance and viability of agricultural businesses in the City. Some of the issues included compliance cots, succession planning, land affordability, lack of control of supply chains and problems faced by market gardeners from NESB. Responses are being developed.

TERM ACHIEVEMENT 6.1 (LPM)

COUNCIL’S ADOPTED STRATEGY IS BEING IMPLEMENTED AS THE BASIS FOR FUTURE RURAL LAND USE DECISIONS.

A Rural Lands Strategy has been implemented through a new rural Local Environment Plan and related policy responses providing the basis for future rural land use decisions. Effectively communicating the intent of the new plans will be the next challenge in order to gain broad community support for the Strategy’s intent.

CONTEXT/ISSUES:

Penrith City contains extensive rural lands, which have significant agricultural, environmental and landscape values. Council has been under increasing pressure to identify and promote appropriate land-uses in the rural areas and thus give a level of certainty for the residents about the future of their area. In order to preserve the distinctive character and environmental values of Penrith’s rural areas, careful management is essential.

The Rural Lands Study, which took two years, involved a comprehensive assessment of the City’s rural areas and rural issues, sought extensive community input and gained the support of relevant agencies. The outcomes of the Rural Lands Study formed the basis for the Rural Lands Strategy, which has identified the planning directions for Penrith’s rural lands for the next 15 or so years. Council adopted the Rural Lands Strategy on 29 September 2003. In endorsing the Rural Lands Strategy, Council also reinforced its strong commitment to the conservation of the City’s rural lands, and limits to rural subdivision.

The adoption of the Rural Lands Strategy highlights a significant step in the achievement of one of Council’s major planning responses. The Strategy also outlines other key actions to ensure the future viability of the City’s rural areas, including facilitating economic development opportunities that promote sustainable and commercially viable land uses, and improved approaches to land management.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

This Term Achievement will be realised over the next four years by the development of rural planning controls in the Penrith Local Plan, and implementation of other Strategy actions such as sustainable rural activities. It will also rely on the facilitation of economic development opportunities that promote leading practice rural land use and sustainable, commercially viable agriculture activities. In this regard, draft 'rural' planning controls for the first 'chapter' of the new Local Plan and Development Control Plan, are currently being developed. As the State Government's release of the Local Plan template has been delayed (now expected end March 2006), the earliest that this 'rural chapter' could now be delivered to the Department of Planning for gazettal is December 2006. Consultations with statutory authorities and agencies, however, have been finalised, and workshops held with Council's internal team.

Implementation of other Rural Strategy actions include the sewering of the villages, continuing to monitor on-site effluent disposal systems, exhibiting the Open Space Action Plan, and progressing the development of a system of natural area reserves across the City. Council's approach to promoting agriculture has also received strong support from the NSW Department of Primary Industries. Opportunities to develop joint projects, and seek funding for initiatives, will continue.

This Term Achievement recognises that the value of the agricultural sector resides in the commercial and employment opportunities it provides as well as in its intrinsic value in differentiating Penrith's rural landscape and lifestyle that distinguishes the city form other regions in Metropolitan Sydney. This contribution that the agricultural sector makes will be continuously reinforced in promoting the city's livability image and will underpin Council's newly adopted investment theme - "Penrith Valley where business meets lifestyle".

An agricultural business survey conducted by Council clearly identified a number of issues that will affect future performance and viability of agricultural businesses in the City. Some of these issues included succession planning, compliance issues, the lack of control over supply chains which encourages predatory pricing by major buyers, specific issues confronting market gardeners from non-English speaking backgrounds and the general attitude of all levels of government towards agriculture.

Council's intentions to promote urban agricultural businesses have received strong support from the NSW Department of Primary Industries. A major submission for funding supported by the Department and NSW Farmers Association to undertake a number of activities to support agricultural businesses has been made to the Commonwealth under its Building Entrepreneurship in Small Business Program. The business arm of the state government in Western Sydney, the Greater Western Sydney Economic Development Board, has also proposed to consult with farmers from the broader region to identify some key issues that could be canvassed by the Board.

TERM ACHIEVEMENT 6.2 (DTAM)

THE CITY’S RURAL LANDS ARE VALUED BY THE CITY’S COMMUNITIES FOR THE NATURAL AND LANDSCAPE VALUES THEY CONTRIBUTE TO THE CITY’S CHARACTER.

This will be assisted through completion of the City-wide Landscape Strategy and through the positive engagement of major landowners and government agencies in improving the natural landscape.

CONTEXT/ISSUES:

Rural areas contribute open vistas, landscapes, and a sense of space vital in an increasing urban environment. Rural lands provide fresh food and goods from agricultural activities and rural industries, and provide significant areas of bushland, native vegetation, and habitat corridors.

Its rural setting provides Penrith with a unique character, and the aesthetic value of the ‘rural’ nature of Penrith is continually referenced by our communities. The City’s rural landscapes surround the urban areas, and provide opportunities for leisure activities.

The adoption of the Rural Lands Strategy highlights a significant step in the achievement of one of Council’s major planning responses. It provides a ‘blueprint’ for the rural ‘chapter’ of the new Local Plan. The Strategy also outlines other key actions to ensure the future viability of the City’s rural areas, including facilitating economic development opportunities that promote sustainable and commercially viable land uses, and improved approaches to land management.

Including recognition of the City’s rural and landscape values in Council’s promotional materials will also assist in emphasizing promotion of the City’s rural assets.

The fundamental purpose of the Landscape Strategy, which is described in more detail in 'The Look of the City' (CA19.1B and CA19.2A), is to provide guidance regarding Council's administration and activities that affect the City's landscape character. This Critical Action specifically focuses on the City's rural landscapes relating to open space or the public domain that is not owned by Council, including significant private landholdings and government authority lands.

A Landscape Strategy Forum will be established as part of the community consultation in the Strategy's implementation phase and will bring together key agencies, institutions, landholders and community groups. This component of the Strategy development will primarily be outsourced and progress will be subject to Council funds.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

A consultant has been engaged to assist in the preparation of the Citywide Landscape Strategy. A draft of this Strategy has been received from the consultant and it is proposed that the consultation phase of the Strategy development will occur later this year. This will provide the opportunity for the engagement of the community and in particular key landowners in improving the natural landscape of their holdings.

Notwithstanding the delay in the development of the strategy, other activities have occurred to enhance the value of the rural landscape. Concurrently with the development of the Strategy, engagement of the community in the appreciation of the natural landscape has occurred. This is a continuing focus, currently delivered through policy advice and discussions with landowners. An audit of existing publications was developed, to explore options for future promotions.

A review of Council's maintenance standards for rural roads is also being undertaken. This is particularly focussed on enhanced litter patrols and roadside verge mowing. The review will also identify resource implications and funding opportunities for the enhanced service.

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TERM ACHIEVEMENT 6.3 (EHM)

A NETWORK IS ADVANCING BEST PRACTICE COMMERCIAL RURAL LAND USE.

A network comprising rural residents, landowners and appropriate stakeholders is developing leading practice commercial and rural land uses across the City.

CONTEXT/ISSUES:

Council’s longer-term goal is that “a strategy to achieve sustainable, productive use of rural lands and preservation of the City’s rural qualities is secured”.

A significant portion of the City’s rural lands is not being used for productive agricultural enterprises. Support is needed to ensure that additional opportunities are provided and networks established so that these farmers have a future in the City. The support needed might vary from information and educational material to the establishment of new marketing opportunities. The adoption of best practice rural land use will ensure that these farms are not only productive into the future, but also minimise their impact on the environment.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

A range of activities has started which will lead to long-term improvements in commercial rural landuse practice in the City. The South Creek Sustainable Agriculture Project in partnership with the Department of Environment and Conservation and other Councils in the catchment has developed resource material that will be of assistance to farmers, particularly those of a non-English speaking background. The project officer has also developed a network of people to provide support.

A survey of agricultural business activity was undertaken which will help to identify where Council might be able to provide assistance or better target its resources. The Department of Primary Industries has given good support to this project. Council also participated in a Rural Resource Lands study with a group of western Sydney councils to develop a planning framework around which the future of these lands might be protected and managed. Initiatives from this study will be explored including improved marketing opportunities and retention strategies.

A Farmers Market has started on a trial basis at the Penrith Paceway site to assess its longer-term viability. This market has provided additional market opportunities for local producers.

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THE CITY AS A SOCIAL PLACE

An underlying principle of Council’s vision for a sustainable City is that of an equitable place where its people can each realise their potential and enjoy satisfying, safe, secure, healthy lifestyles.

Council will seek to secure social well being by being alert when designing its own programs to issues of social justice and by championing the City’s case for others who have responsibility to adequately and equitably service its needs.

Council’s long established attention to the needs of children and families will continue as a major dimension of its strategy.

Within the City there exist localities of comparative disadvantage. There are indicators that in some older suburbs less obvious disadvantage also occurs. The factors contributing to these conditions need to be understood and the issues addressed through well planned coordinated initiatives among those with relevant responsibilities.

The City’s ongoing development will create new places and change other places. Eight new places are being planned. These will be guided to develop as diverse satisfying communities, and as places with their individual character.

A number of established localities will continue to change as they renew and redevelop. That is perplexing to many now living there. A dialogue with those communities about the need for and benefits of that renewal will continue. The renewal of these localities will be carefully guided to produce attractive places, and preserve their established community fabric.

New housing will be more varied than before to meet the changing needs and preference of the City’s more diverse population. That will include apartment style housing, in its major centres. Suburbs not affected by redevelopment nonetheless change their social make up and age. Programs will be developed to rejuvenate these places and enhance their existing community structure and facilities.

As the City’s make up becomes more diverse and its interests more cosmopolitan, and as it assumes more importance as the sub region’s central place, more varied and richer social, recreational and cultural experiences will become accessible to its people.

Recreation is a key service provided by Council. As the age profile of the City’s community changes, different preferences for recreation emerge. Council will through its own programs maintain its emphasis on access to fulfilling recreation and leisure opportunities.

ISSUE 7: COMMUNITY WELL BEING AND SOCIAL JUSTICE (DS)

Longer Term Goal: The social well being and health of individuals and communities within the City has been maintained and improved.

DIRECTOR COMMENTS ON THIS ISSUE:

This is a large program (given the City’s stage of development) that seeks to maintain and improve the social well being and health of individuals and communities across the City. Social justice is about Council managing change (and quite often with others) to make sure that all persons in the City have equitable access to the diverse range of social services and facilities that people need. Council is committed to the principles of social justice and works hard to make sure that everyone has the opportunity to engage, take part in and contribute to their community.

Cities are about people and it is crucial that Council has a sound understanding of the impacts of urban development and change. Council’s social planning contributes to the integrated “developing communities not just estates” approach to planning for new release areas. Equally the social and related needs of the established areas are important social planning and community development priorities.

Given the complexity of many of the issues and challenges that are beyond Council’s direct ability to manage, partnership approaches with government agencies, community organisations and local communities are pursued.

In planning for and managing grant programs such as CDSE and WSAAS, funding is distributed to a range of community organisations and groups to assist meeting identified priority community needs.

Council strives with others for an improvement in the health and well being of individuals and hence, communities across the City. Joint responsibility is addressed by a partnership project with Sydney West Area Health Service. There is emphasis on health promotion programs targeted at the community. Any adverse health influences are addressed either through health promotion or if required regulatory responses. Safe and healthy practices are promoted by a comprehensive surveillance program of identified premises.

This current program builds on the firm foundation that has developed with Aboriginal and Torres Strait organisations and residents in the City. This has involved Council listening to the issues and priorities of elected representatives and Aboriginal community controlled organisations. Self-determination for Aboriginal people and mutual respect are important principles of Council’s partnership. Aboriginal and Torres Strait Islander partners identified Indigenous homelessness as a local priority issue and the Aboriginal community will benefit from Council auspicing the Indigenous Homelessness project. An examination of the benefit of sponsoring the attendance of Aboriginal observers at the NSW Local Government Association Conference is underway (this was a first in NSW). Consultation is paramount here. Council’s NAIDOC Week activities (which increase and improve each time) and the partnerships that support these are significant contributors to the strengthening of mutual understanding and working towards a City that provides justice and equity for all.

Under the Local Government Act, Council is required to identify and address the needs of groups of people in the community that may encounter obstacles to participation in community life in this City. There are 7 target groups i.e. people with disabilities, women, children, young people, older people, people from a culturally and linguistically diverse background and Aboriginal and Torres Strait Islander people. Council is required to report annually to the Department of Local Government on access and equity activities and outcomes. The aim of this requirement is to improve access to those social services and facilities provided across the City by Council and others. The profile of Penrith City’s residents from a range of culturally and linguistically diverse backgrounds is constantly changing. Emerging communities include refugees from Bosnia, Sudan, Iraq and Ethiopia. These residents as well as those from more established migrant communities face challenges in accessing services and participating fully in this City’s civic life. Council works closely with Penrith Migrant Interagency, Nepean Migrant Access and other peak bodies to develop a range of programs to assist participation and enhance service access.

Council is approaching the end of the current Disability Action Plan which identified a range of priorities for Council involvement and action. Council’s Disability Access Committee continues to play a key advisory role to Council on access and related policy issues. A new Plan needs to be prepared with an identification of required resourcing. The present part-time Disability Access Officer is funded until February 2007.

A further element of this program is that Council’s planning approach to housing provision across the City addresses supply, affordability, economic, social choice and workplace location needs of the community. Council seeks to sustainably manage the effects of population growth (estimate of 19,000 new dwellings over the next 15 years or so) through the Penrith Residential Strategy. Work in the time ahead will focus around reviewing the effectiveness and relevance of the Residential Strategy and to develop a policy framework for Council that informs the provision of housing choice across the City.

TERM ACHIEVEMENT 7.1 (CDM)
EFFECTIVE RESPONSES ARE MADE TO THE SOCIAL IMPACTS OF GROWTH, REDEVELOPMENT AND CHANGE.
This will require a thorough understanding of the processes driving change, including demographic changes across the City. Action plans, programs and partnerships will be developed to respond to the social needs of the City’s diverse communities.

CONTEXT/ISSUES:

The Penrith LGA has experienced considerable growth and development with the population increasing by over 60% in the last 20 years. The City is expected to grow by another 45,000 people in the next 20 years. Social planning contributes to ensuring that Council stays focused on addressing the needs and aspirations of the local community in an efficient, fair and equitable manner. Social planning is required to respond to the planning agenda for new release areas if these areas are to develop as communities that are attractive and supportive of the diverse needs of individuals and families. Social planning input is required for areas undergoing redevelopment to contribute to these communities remaining cohesive and so that the social and other needs of the existing and new residents are responded to.

In order to effectively respond to the social impacts of change, Council will continue to resource, support and partner with local community based organizations and other levels of government in order to respond to identified needs and priorities.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

This Term Achievement incorporates the social planning function. Social planning advice was provided in relation to a number of new release areas including Waterside Green, the Glenmore Park Southern Expansion Area and the WELL Precinct. This advice contributes to Council's integrated approach to building communities.

In developing responses Council's partnerships with key government social service agencies are important. Through participation in multi-agency planning processes for Families First, Better Futures and the Aboriginal Child Youth and Family Strategy Council delivers enhanced responses targeting areas of high need. Families First Strengthening Communities projects in Cranebrook and North St Marys are examples that result in additional funds for local family support and early intervention programs.

The opening of the new North St Marys Neighbourhood Centre has also resulted in enhanced local service delivery for residents. For example St Marys Community Health Centre now provides some outreach services from the new facility. In its social planning and co-ordination role Council ensures that issues of growth, redevelopment and change are considered in the priorities for funding under the Community Development Support Expenditure Scheme (CDSE) and the Western Sydney Area Assistance Scheme. As part of the CDSE Scheme over $400,000 was allocated to community projects in August 2005.

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TERM ACHIEVEMENT 7.2 (CDM)

STRATEGIES ARE IN PLACE TO RESPOND TO THE SOCIAL AND HEALTH NEEDS OF THE COMMUNITY.

These strategies will be informed by indicators of social and health well being and delivered with the support of relevant Government agencies and community organizations.

CONTEXT/ISSUES:

Council’s social planning and community development resources are focused on addressing the priority social needs of different population target groups as well as addressing particular suburbs or neighbourhoods that experience high relative levels of socio-economic disadvantage and poor health indicators.

For Council to meet its reporting obligations under the Social Planning regulation, Council must identify and address the priority social needs of the seven mandatory target groups. These are children, young people, women older people, people with a disability, Aboriginal and Torres Strait Islander people, and people from culturally and linguistically (CALD) backgrounds.

Council’s strategic responses to the social and health needs of the community are invariably developed in partnership with Federal and State social service departments, the local community organizations they fund to deliver services and programs, and local communities.

In some of these strategic responses Council may be the leaders with other partners, or there may be another lead agency. In some cases Council may be an advocate on behalf of the community in relation to a particular issue.

A key challenge is continuing to deliver existing initiatives and addressing some of the priority neighbourhoods/suburbs experiencing significant socio-economic disadvantage.

Some strategies developed in the previous Strategic Program are also still current.

Over a number of years research has been undertaken by Sydney West Area Health Service in conjunction with Penrith City Council to measure the health status of communities within the city. The study used health and population data and specific health indicators to assess health status across the area and between suburbs.

This research found that if you live in this area you have a “25% greater chance of premature mortality (deaths before 75 years) which is equivalent to 190 deaths a year”. (WAHS 2003) Coronary heart disease and mortality in adult males, followed by hospitalisation for asthma and injury and poisoning in males 15-24 have the largest potential for improvement.

Issues such as anxiety, depression and mental health issues, particularly in youth, have led to problems with substance abuse, a culture of alcoholism and an increase in suicide, self inflicted injuries and coronary heart disease particularly in males. Mental health disorders have been indicated as above the NSW rates in a number of suburbs and 146 deaths were recorded in the 25-74 age group in the WAHS area due to suicide (1996-2000).

In the 5-14 age group 13% of hospital separations were due to behavioural and mental health disorders. These mainly relate to attention deficit disorders, conduct disorder and emotional disorders. Of note is that the rates of hospitalisation for these conditions are higher than the NSW rates and significantly higher in males than females. Funding for specific and targeted programs could address the growing incidence of such mental health issues in our community.

Mortality from lung cancer in Penrith for females is significantly above the NSW rate and further action needs to be taken to address smoking in general and particularly for this gender.

Coronary heart disease was the second leading cause of mortality with certain suburbs including St Marys with rates significantly above NSW rates. This could be attributed in part to poor nutrition and overall smoking rates in the area.

Health improvement programs need to be implemented in partnership with WSAH and others to address the significant issues of health inequity identified in the City. These inequities can only be reduced by long-term strategies.

Council also has important statutory responsibilities to protect the health of the community through regulatory programs. Surveillance and registration of regulated health premises must be maintained to minimise the risk to the community associated with poor public health practices. Health education and promotion programs are also an important adjunct to regulatory programs.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

This Term Achievement incorporates public health functions and a range of community development population target group and project functions. A program of audits and inspections aimed at protecting public health was completed in line with performance indicators. Health promotion programs were coordinated with key partners and included a focus on healthy weight and the prevention of smoking. Immunisation clinics were provided on a programmed basis at both St Marys and Penrith.

The Healthy People Partnership Project with Sydney West Area Health continued to successfully integrate health policies with Council's activities. Key activities included research and identification of opportunities for the inclusion of health principles into planning policy. Health principles were developed for the City Centres Review. Health programs continued to be integrated through the Social Planning Framework.

A number of local suburb initiatives focussing on prevention of smoking, and nutrition education have been implemented to improve the health of local communities. The Healthy People Partnership with Sydney West Area Health Service is meeting agreed objectives. Enhanced co-ordination of social service delivery by community organisation partners in the youth, migrant, aged, disability and area-based interagency networks has progressed delivering better outcomes for local communities.

Community facility capital projects are progressing including at Claremont Meadows and Castlereagh Hall with improved capacity for local community groups and residents. The development of design options for the South Penrith Community Facilities precinct is also on target. Social Planning statutory reporting requirements have been met and the preparation of a scoping paper on an Aging Strategy for the City has also advanced.

Council also hosted a planning workshop for the Penrith Community Care Forum to inform the Department of Aging, Disability and Home Care’s resource allocation process for local service enhancements. Twenty-three local projects were also funded through the Community Assistance Program Planned Component for 2005/06. Projects were funded across the City and targeted people with a disability, young people, women, children, older people, Aboriginal and Torres Strait Islander people, people from culturally and linguistically diverse backgrounds as well as the general community.

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TERM ACHIEVEMENT 7.3 (CDM)

COUNCIL CONTINUES TO OFFER LEADERSHIP IN DEVELOPING A BETTER UNDERSTANDING OF AND CO-OPERATION WITH ABORIGINAL AND TORRES STRAIT ISLANDER ORGANIZATIONS AND PEOPLE.

This will be achieved through continued recognition of the unique status of Aboriginal and Torres Strait Islander peoples and cultures and through joint initiatives that support increased understanding and co-operation.

CONTEXT/ISSUES:

Three and a half thousand Aboriginal and Torres Strait Islander residents live in the Penrith LGA (2001 Census). This is the fourth highest population in NSW by LGA. This population includes Aboriginal and Torres Strait Islander people from many “nations”. Aboriginal and Torres Strait Islander residents in Penrith City have, compared to the rest of the population, a significantly younger age profile. Aboriginal and Torres Strait Islander people, because of dispossession and discrimination continue to experience significant health, education and socio-economic disadvantage. Unemployment levels are substantially higher in the City’s Indigenous community than the overall community.

Council continues to offer leadership in developing a better understanding of and co-operation with Aboriginal and Torres Strait Islander organizations and people.

Council has well-established partnerships with local and regional Aboriginal community controlled organizations. A key principle informing these partnerships is Aboriginal self-determination.

Council has also taken a number of steps to express its recognition of the unique status of Aboriginal and Torres Strait Islander people as the original owners and custodian of lands and waters. This includes flying the Aboriginal flag at the Civic Centre as well as in the Council Chambers. Statements of acknowledgement and recognition are included in Council Ordinary Meeting protocols as well as in Citizenship ceremonies.

A key challenge for Council in building on its existing partnerships is the current “situation” in Aboriginal and Torres Strait Islander elected structures – at a Federal level the abolition of the directly elected Aboriginal and Torres Strait Islander Commission with its state regional structure and processes, and the continued management and administration of the NSW Aboriginal Land Council by an appointed Administrator rather than elected Councillors. This “situation” impacts on local Aboriginal community controlled organizations insofar as addressing issues beyond core service delivery places significant strain on resources, both people and capacity.

This “situation” therefore also influences Council’s approach to partnerships and common issues – what appear to Council as priorities may not be priorities for Aboriginal organizations.

At the same time Council can continue to enhance its service delivery functions to be more responsive to the needs of Aboriginal organizations and residents in the City. These services include the range of children’s services, identifying priority social needs for funding through the available State and other funding programs, land and cultural heritage management, and opportunities for employment with Council.

A key challenge will also be to provide support to ensure that the Aboriginal Catholic Ministry currently housed in the Old Council Chambers can continue to have a central service delivery location that is accessible to the Aboriginal volunteers that run the service and their clients.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

NAIDOC Week activities held in July 2005 were very successful with highlights including a Civic Reception and Flag-raising Ceremony at the Joan Sutherland Performing Arts Centre. Special guests were Mayor Ted Simpson from Brewarrina Shire Council and Badger Bates whose art work was exhibited at the JSPAC during NAIDOC Week. The Family Fun Day at Jamison Oval was also successful with approximately 2000 participants including Council staf,f participating in the netball round robin. NAIDOC Week continues to contribute to positive relationship building with Aboriginal partner organisations and Aboriginal and Torres Strait Islander residents.

Partnerships with Aboriginal organisations continued with advice and support provided to the Deerubbin Local Aboriginal Land Council, the Cranebrook Penrith Aboriginal and Torres Strait Islander project and the Western Sydney Aboriginal Corporation (CDEP). Enhanced service delivery for local Aboriginal residents and local economic development has resulted. Council also continued to support the Penrith Police Command Aboriginal Consultative process. A successful Indigenous Homelessness Project forum was also held with over 30 participants providing feedback to the presentation on project findings and recommendations.

Overall the response was extremely positive. The Homelessness project also finalised a partnership with the Penrith Youth Accommodation Interagency Network and the Department of Community Services to deliver anti-racism training for the Network in the first half of 2006 to improve service delivery to Indigenous clients by local youth supported accommodation providers.

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TERM ACHIEVEMENT 7.4 (CDM)

ACCESS HAS INCREASED FOR COMMUNITIES THAT FACE BARRIERS TO USING SOCIAL SERVICES AND FACILITIES.

This will require improved co-ordination in delivering initiatives to support and encourage fairness of access to Council and other social facilities and services to identified groups.

CONTEXT/ISSUES:

An important component of Council’s civic leadership is supporting the engagement and contribution of its residents to a cohesive community, one where the people of the City have access to the services and opportunities needed to enjoy a fulfilling quality of life.

This Term Achievement addresses the particular barriers that people from culturally and linguistically diverse (CALD) backgrounds and people with a disability often experience when accessing the social services and facilities that can assist in supporting quality of life outcomes.

People of Culturally and Linguistically Diverse Background

Over twenty thousand residents in the Penrith LGA were born in a non-English speaking country. This is approximately 13% of the total population. Because of the migration and settlement patterns in Penrith over 20% of the population over 65 years of age in Penrith is born in a non-English speaking country. This has clear implications for service provision to the older population of the City.

More recently emerging culturally and linguistically diverse populations include refugees from Bosnia, Afghanistan, Sri Lanka, Ethiopia, Iraq and Sudan.

Some of these residents face barriers to their participation in everyday civic life and a co-ordinated approach is required to deliver initiatives that support access and equity to services. Settlement support services are predominantly funded by the Department of Immigration, Multicultural and Indigenous Affairs (DIMIA).

Because Penrith LGA’s culturally and linguistically diverse population are from many different countries the City does not have many ethno-specific services, sporting associations/clubs, and welfare groups. This increases the need for mainstream services to be accessible and provide culturally appropriate programs.

Council plays a leadership role in supporting service access and equity as well as ensuring its own services are accessible to people of culturally and linguistically diverse backgrounds.

To achieve the diverse cultural experiences that are an important component of Council’s vision of a cosmopolitan City, it is important that Council, through its civic leadership role, facilitate opportunities for showcasing of the City’s diverse communities and cultures. There are clear synergies here with Issue 8 (Cultural Development), Issue 12 (Magnetic Places) and Issue 23 (Visitors to the City).

People with a Disability

Australian Bureau of Statistics data from its National Household Survey of Disability, Ageing and Carers (1998) indicates that in any large population one in twenty people have a disability. 87% of those with a disability experience specific restrictions in core activities, schooling or employment. The rate of disability increases with age – from 4% for children 0-4 years old to 84% for people aged 85 and over.

Funding for support services for people with a disability comes principally from the Federal and NSW governments. Services include accommodation, respite care, home help, home maintenance, community transport, carer support, specialised equipment subsidies and day care. A number of these services are located in the Community Connections. There are often long waiting lists for assessments to determine delivery of a service. Services themselves are invariably allocated to those most in need.

Council, through its co-ordinating role, facilitates the identification of priority issues for action by service networks and, in some cases, advocacy. The local Community Care Forum interagency plays a key role in this.

In 2003 Council adopted a Disability Action Plan (DAP) as it was recognised that access to facilities, services and life opportunities can be improved for people with disabilities through a strategic and planned approach.

Recommendations in the DAP included the employment of a Disability Access Officer for a period of three years to oversee the implementation of the Plan, and that a new Plan should be developed each three years.

Council’s Disability Access Committee also plays a strategic role in providing advice to Council on ensuring that its policies, and practices take into account access for people with physical and intellectual disabilities. Access for people with a disability presents particular challenges to Council and this Committee will continue to play an important advisory role.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

This Term Achievement includes the multicultural access and disability access functions. A number of partnership initiatives were delivered in the period to improve access to services by residents from culturally and linguistically diverse background and support broader community cohesion. These initiatives included a second Introduction to Islam workshop with over 40 service provider participants, a successful Refugee Week activity involving service providers, refugees and other community members and an orientation visit to Penrith Library by frail aged residents from the local Spanish and Filipino communities. All of these initiatives contributed to enhanced service delivery for people from culturally and linguistically diverse backgrounds.

Partnership and service co-ordination for residents from culturally and linguistically diverse background was supported through participation in Penrith Migrant Interagency. Council’s three year Disability Action Plan continues to be implemented with further disability access improvements scheduled including the staged implementation of Tactile Ground Surface Indicators in the Penrith City Centre and St Marys Town Centre.

Successful Councillor disability access awareness training was held during the period. The St Marys Town Centre Access map was also launched. These disability access initiatives also contributed to leading edge access responses across the organisation through the leverage provided by the Disability Access Improvement Program. Three Disability Access Committee meetings were held and advice was provided to Council on many items including the accessibility provisions of the State Seniors Living Policy, Disability Awareness training for Councillors and staff, the Disability Access Improvement Program and progress in the implementation of the Disability Action Plan.

The Committee also had community representatives at Council’s Open Day to demonstrate enhanced access technology at the workplace and in Penrith library. International Day for People with a Disability events focused on partnerships and included Penrith Library, disability service providers and community members contributing to enhanced service responses to people with a disability.

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TERM ACHIEVEMENT 7.5 (LPM)

COUNCIL’S PLANNING APPROACH TO THE PROVISION OF HOUSING ACROSS THE CITY ADDRESSES THE SUPPLY, CHOICE, AFFORDABILITY, ECONOMIC, SOCIAL DIVERSITY AND WORKPLACE LOCATION NEEDS OF THE COMMUNITY.

This will necessitate improved levels of research on housing needs with targeted responses being pursued through partnerships with the Department of Housing, Landcom and key industry networks.

CONTEXT/ISSUES:

Of the 407 square kilometres that make up the Penrith City Council area, 18% (73 km2) is urban, and the majority of that (about 61 km2) is residential.

Contemporary planning initiatives at both State and local government level reinforce the need for containing urban growth, preserving the rural edge, and conserving and encouraging the long-term viability and character of Penrith’s Rural Lands. These initiatives included Penrith’s Residential Strategy, which was adopted by the Council in 1997. The Strategy was primarily a response to continuing population growth, seeking to manage the effects of that growth in a way that is compatible with local environmental character, and with expectations expressed by the City’s residential communities.

The Residential Strategy identified that expected population growth up to 2021, based on Department of Planning (DoP) projections of 206,000 population, would require around 19,000 new dwellings. That demand included consideration for additional population due to natural increase, and net inward migration, as well as new household formation amongst existing population. The Strategy concluded that there was capacity to accommodate this projected growth within existing and currently planned release areas.

More recently, the research undertaken by Bill Randolph suggests that as incoming residents will be living in smaller households, there may be an overall shortfall in the number of dwellings proposed in the Strategy. He has also indicated that a more ‘fine-grained’ approach to planning the City’s future and redeveloping residential areas will be needed, to ensure that diversity in housing types (and communities) is actively facilitated.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The Strategy was primarily a response to continuing population growth, seeking to manage the effects of that growth in a way that is compatible with local environmental character, and with expectations expressed by the City’s residential communities. The Residential Strategy identified that expected population growth up to 2021, based on Department of Planning (DoP) projections of 206,000 population, would require around 19,000 new dwellings. That demand included consideration for additional population due to natural increase, and net inward migration, as well as new household formation amongst existing population.

The Strategy concluded that there was capacity to accommodate this projected growth within existing and currently planned release areas. More recently, the research undertaken by Bill Randolph suggests that as incoming residents will be living in smaller households, there may be an overall shortfall in the number of dwellings proposed in the Strategy. He has also indicated that a more ‘fine-grained’ approach to planning the City’s future and redeveloping residential areas will be needed, to ensure that diversity in housing types (and communities) is actively facilitated.

The State Government’s planning reforms, and emerging Metropolitan Strategy, are also requiring increasing urban consolidation responses around public transport nodes (railways) and along urban corridors. The provision of housing that meets the needs of older people and those with disabilities is also a significant issue, particularly as the over-55 age group is one of the fastest growing demographic groups in the City of Penrith. This Term Achievement will be realised over the next four years by a focus on continuing research on housing trends and needs throughout the City, developing a policy framework to respond to emerging issues, and reviewing the adopted Residential Strategy. This will assist in delivering a range of affordable and accessible housing options, which meets the needs of the existing and future population.

Whilst the proposed review of the Residential Strategy itself has not yet commenced, there are a number of activities, currently underway, that will inform this major project. These include our participation in the Sub Regional Planning process (which will identify anticipated dwelling targets for the City) and also involvement in an Urban Renewal Study, being undertaken in partnership with WSROC and other Councils, and managed by Bill Randolph at the University of New South Wales.

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ISSUE 8: CULTURAL DEVELOPMENT (DS)

Longer Term Goal: The City of Penrith is the cultural hub of Western Sydney.

DIRECTOR COMMENTS ON THIS ISSUE:

The City’s three cultural icons: Joan Sutherland Performing Arts Centre (JSPAC), Penrith Regional Gallery and the Lewers Bequest (PRG) and Railway Street Theatre (RST), have undergone major change both in a capital sense and at the management/operations level in recent times. The JSPAC Extensions project has concluded. A new management structure is in place and Council has increased its level of financial assistance to reflect the expanded Centre operations. Focus in the time ahead will be working with the JSPAC management to address the structures/arrangements that need to be in place to ensure the expanded facility has the best platform to realise the significant opportunities the extensions provide. The first stage of the PRG extensions is complete. The second stage, which comprises new capital improvements and building conservation work, made possible by a significant grant from the NSW Government, is about to commence.

There is a critical action in the current Management Plan to further integrate the City’s principal cultural facilities to maximise community benefit. There is a body of work reasonably well advanced by Council’s Working Party, to achieve this. A report for Council’s consideration is expected in the near future. The City’s cultural profile continues to be raised.

An ongoing target for the Library Service is to improve the Library book collection’s quality and quantity, enhance electronic services and provide a variety of promotional activities. The Library collection has been enhanced through the application of Section 94 funds and increased funds from general revenue. Work is underway to develop and then implement a Library Strategic Plan to add value to the service.

Options have been reviewed and a potential program developed for the production of further volumes of the History of Penrith. A method of funding the writing, editing and publishing for the next volume needs to be resolved for the project to continue.

Council has consistently provided a merit regional Library Service over the period. There have been ongoing enhancements to the service to ensure currency and a continuing high level of acceptance and use by the community. The Library Service remains a flagship operation of the organisation.

A Masterplan for the Penrith Valley Cultural Precinct (PVCP) has been adopted and selective implementation of that Masterplan commenced. It is Council’s vision that the PVCP will be the hub and city focus for a range of community-based arts and cultural groups. This is a major project with an implementation timeframe over a number of years along with resourcing implications. There has been slippage in progressing this project. Dedicated resources will achieve an advancement of the project over the 2005-2009 Strategic Program.

A draft Penrith City Cultural Planning Framework is complete. The framework will deliver a planned and strategic approach to cultural development in the City. The integration and implementation of the strategies arising from the framework come with currently unfunded resourcing challenges. A report for Council’s consideration is expected in the near future.

TERM ACHIEVEMENT 8.1 (CDM)

THE CITY IS WIDELY RECOGNISED AS A CENTRE OF CULTURAL DIVERSITY, EXCELLENCE AND ACCESS.

This will be achieved through the implementation of the Cultural Plan and the integration of cultural development across the organisation. Partnerships will be formed and projects will be undertaken with local and regional groups, including regional media where appropriate, to contribute to the cultural diversity of the City. The continuing delivery of a quality Public Library Service is an important function of this program.

CONTEXT/ISSUES:

The NSW Department of Local Government Cultural Planning Guidelines state -

‘Culture in its widest sense is about what matters to people and communities… local cultural planning deals with these unique values and experiences, it is a way of helping Councils integrate and focus their efforts in all the areas that affect the quality of people’s lives. It is a way of linking those efforts with broader management plans and strategies.’

Penrith City is maturing and, as the most important and influential City in outer western Sydney, is positioning itself to fully realise the national and international potential of the City. Cultural planning and development assists in defining our community. It assists in creating spaces that the communities of Penrith value as expressions of their identity.

Cultural development is one of the tools that Council can utilise in order to realise the potential of the City both for residents and for visitors. Cultural planning will provide opportunities for individuals and community groups to be included and represented in the image of Penrith, encouraging confidence in local identity and provide new and innovative ways for residents to participate in decision-making and civic life.

The Library Service is a key cultural asset and plays an integral role in the social and economic development within the city. The development of a ‘strategic plan’ will assist Council in identifying and addressing existing barriers to access to this service as well as doing a realistic analysis of the capacity of the library service to meet existing and future demand. Access to information technology, particularly through a city’s libraries, is recognised as a key equity issue for communities as the growing economic implications of the information revolution and the pivotal role it can play in the success of local cultural and other industries is better understood. Council’s Libraries have an important role in a learning city, one which can adapt to new market challenges and opportunities.

Libraries function to enhance social interaction and trust and foster a sense of equity within the community in which they are placed, which in turn contributes to social capital and cultural development. These characteristics make libraries an ideal focus for harnessing community input into cultural regeneration, as well as offering Council a pathway to communicate with hard to reach communities.

This term achievement is a challenge to Council, focusing attention on the aspirations of the local community to participate in a diverse range of cultural activities. This Term Achievement will be achieved through finalising and implementing a plan for cultural development as well as a ‘strategic plan’ to enhance library services. Both of these plans will have prioritised actions and will sit within a framework, acknowledging the significant activities, such as the library service that Council already undertakes in terms of cultural activities in the local community.

Key elements of this Term Achievement will be delivered over the next four years, notably the finalisation of the Cultural Planning Framework will be delivered in the first year of this Strategic Plan. However this term achievement is an ongoing aspiration. It is a broader achievement that is part of a strategic program that will need to be staged over the next decade and beyond. Delivery of the actions resulting from the Cultural Planning Framework and the Library Services ‘Strategic Plan’ will be largely dependent on additional resourcing.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Work has progressed on the City-wide Cultural Planning Framework with a presentation to Council in August and Council endorsement of submitting an application for a 50% funding contribution from the NSW Ministry of the Arts for a Cultural Development Co-ordinator. The framework will deliver a planned and strategic approach to cultural development in the City with actions for Council and key partners identified. Work has also progressed in the Penrith Valley Cultural Precinct with consultant reports on the scope of works being assessed. In addition the specific space and equipment needs of a number of cultural and community organisations in the precinct as well as those that might be located there have been confirmed.

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TERM ACHIEVEMENT 8.2 (FOM)

THE CULTURAL ASSETS OF THE CITY HAVE BEEN INTEGRATED TO ESTABLISH ITS REPUTATION AS A CREATIVE PLACE.

This program is based on completing major extensions to two regional cultural facilities (Joan Sutherland Performing Arts Centre and Penrith Regional Gallery) and establishing a Community Arts Precinct at St Marys. A strategy of better integrating and promoting the principal cultural assets of the City will continue.

CONTEXT/ISSUES:

The City can boast about its three cultural icons, namely the Joan Sutherland Performing Arts Centre, The Penrith Regional Gallery and Lewers Bequest and the Q Theatre. Major change both in a capital sense and at the management/operational level are at various stages of completion. In moving forward on these programs there will be a significant step forward in redressing the cultural imbalance and inequity that has existed between metropolitan Sydney and the outer west. No longer will our community have to travel long distances to afford themselves the opportunity to experience cultural influences that are provided by these facilities.

In addition to these significant cultural facilities there is an opportunity to establish smaller, isolated cultural precincts across the City. These may centre around a group neighbourhood centre or residential park. It could involve, not only physical elements, but a variety of cultural programs. The City-wide cultural plan will give Council some lead in this regard.

Until now each of these facilities has operated independently of each other. Council identified potential benefits from an operational viewpoint and broadly to the community if these facilities were integrated in some manner. The way in which this is to be achieved will need to be thoroughly investigated and there will be the need to include a range of stakeholders in this process.

Merely combining the management structures may not be the answer. An innovative approach is required to ensure that it gains support in its broadest sense and also to ensure that the integrity and cultural significance of those facilities is not lost in the transition. This approach has not been undertaken before and would have application far beyond our City boundaries.

The cultural well being of the community is influenced in a number of ways. The City’s cultural assets offer one such experience. There are others and these will emerge through the development and implementation of Council’s City-wide cultural planning framework.

Ongoing interaction and consultation with the City’s community is vital to sustaining a vibrant and creative City.

Over the next four years this Term Achievement will be achieved by completing the major extensions to two regional cultural facilities within the City and establishing a cultural precinct at St Marys. A strategy of better integrating and promoting the principal cultural assets of the City will continue.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The City and its communities are enriched by the City's cultural assets, each of which is undergoing change. The JSPAC extensions have been completed and officially opened. An expanded cultural program and management structure has been put in place at the Centre. The Centre now includes a larger drama theatre space replacing the outdated Q Theatre building.

The PRG & LB is preparing for its capital upgrade with documentation completed and the selection process for a preferred builder underway. A scope of new work is proposed in addition to a much needed conservation program on the historical buildings at the Gallery site. Different parts of Council are undertaking activities across the LGA on an individual and unstructured basis. The City-wide cultural planning framework has been completed. Strategies will be developed which will bring a better and more coordinated focus to activities across the City.

Potential benefits have been identified in integrating the principal cultural facilities in the City. A Councillor working party and representatives from those facilities have endorsed the principle of the formation of an integrated entity and have developed a draft new structure to support that new entity. A program of stakeholder consultation has commenced.

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ISSUE 9: RECREATION AND LEISURE (DS)

Longer Term Goal: Accessible and usable recreation facilities and services meet the needs of the community.

DIRECTOR COMMENTS ON THIS ISSUE:

The Peoples Lifestyle Aspirations and Needs Study (PLANS) was completed during the previous Strategic Program. It reviewed recreation and cultural facilities needs for the City. As a result of PLANS and an Open Space Action Plan, Council can now prioritise and progressively implement actionable steps to deliver the open space and recreation needs across the City. A draft S94 Plan has been developed and publicly exhibited which will assist with funding to deliver the required works over time.

Significant improvement works have been taking place across existing recreation facilities throughout the City. The Parks Improvement and S94 Programs have generally been undertaken on schedule. Consultation has occurred with a range of sporting user groups with an emphasis to optimise the use of the City’s facilities where possible. This is in keeping with the Term Achievement aim of involving the community in determining future directions.

The Penrith Football Stadium Extensions project was further advanced, new Skate Park facilities at St. Clair and Glenmore Park were advanced and the Parks Improvement Program continued. The time ahead will bring a focus to developing a priority program to provide additional recreation facilities for the City (including more local and regional active open space) and to actively pursue partnerships to optimise recreation and leisure opportunities across the City.

TERM ACHIEVEMENT 9.1 (FOM)

THE CITY’S RECREATION AND LEISURE FACILITIES AND SERVICES MEET ITS NEEDS AND ARE MORE OPTIMALLY USED.

This will be achieved by involving the community in determining levels of service and programs, and in facility and delivery management. Stakeholders will be encouraged to provide a variety of programs to ensure use of facilities is maximised.

CONTEXT/ISSUES:

The PLANS (People’s Lifestyle Aspirations and Needs Study) aspirational research indicated clear community priorities regarding the relative importance of improvements to recreational facilities. The top five priorities for improving the City’s recreation areas and facilities includes –

~ nature reserves and waterways (49%)

~ playgrounds (43%)

~ parks (43%)

~ walking and cycle paths (41%)

~ aquatic centres/pools (30%)

Demographics trends indicate an ageing population, both in Penrith and Australia wide. While the City’s population in general is ageing, there are also substantial numbers of younger families with children, particularly within the new urban areas of the City. It is important to plan for the existing and predicted recreation and leisure needs of the community.

The PLANS Aspirational Research indicated significant (and growing) community participation in informal passive recreation activities (such as walking, picnics, and socializing with friends). Quality passive recreation spaces are needed to meet the needs of the City’s diverse communities, and also recognise the increasing accessibility needs of our ageing population. Active open space is also needed, however, to encourage health through physical activity, and to cater for the growth in identified sports.

The adopted Recreation and Cultural Facilities Strategy, developed from the PLAN Study, makes recommendations regarding the provision, embellishment and management of the City’s open space, sports grounds and facilities, and services and programs. It recommends the development of high quality, multi-purpose recreational precincts that provide a range of active and passive recreational activities within accessible areas of the City, and identifies the need to improve the quality of the City’s open space and facilities, to better reflect and meet the needs and abilities of the City’s communities.

Many of the City’s recreation and leisure facilities are shared by a range of interests, often without the knowledge of each other. Better integrating those groups and individual programs would have significant operational efficiencies and utilization of those facilities. Ensuring these facilities reflect the contemporary sporting and community interests needs is important. Council is best placed to coordinate that interaction and to achieve maximum outcome, dedicated resources would assist.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Clear community priorities for recreation and leisure needs have been demonstrated through the comprehensive research completed by Council (PLANS) which lead to the adoption of a Recreation and Cultural Facilities Strategy. An agreed program of implementation of that strategy has commenced, which includes the redevelopment of the Penrith Football Stadium, advancement of new skate park facilities at St Clair and Glenmore Park, and implementation of an expanded parks improvement program across the City in the open space areas. A Pathway Action Plan has commenced. Strategies and programs have been introduced to achieve enhanced utilisation for sporting groups at Ched Town Reserve at Glenmore Park and Jamison Park for Nepean Soccer.

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ISSUE 10: PLANNING AND PROVIDING FOR THE NEEDS OF

CHILDREN (DS)

Longer Term Goal: Families and children are valued and supported to enable them to contribute to the economic and social well being of the City.

DIRECTOR COMMENTS ON THIS ISSUE:

Children’s Services programs and operations are focussed towards promoting and supporting families and children to enable them to contribute to the economic and social well being of the City. Engaging with the community, advocating and lobbying with all levels of government to remain focussed on the strategic direction remains a strong goal.

The Penrith City Children’s Services Co-operative continues forward strongly in the task of managing Council’s Children’s Services direct services operations. The Co-operative has finalised strategic directions for the next few years. This will inform Council’s budget process. A centralised financial model is now operational and is providing enhanced benefits to the overall service. There are emerging resourcing issues to be addressed to enable the Co-operative to function as effectively as possible. Some of these issues are being addressed at this time. An Operations Manager has been appointed for a 3 year term, a dedicated Finance Services position and Human Resource position (temporary) are in place.

Council’s successful Traineeship Program (with TAFE) across the majority of Council’s centres has added value to the overall program. An emerging challenge in the years ahead will be to ensure centre compliance with changing legislative requirements across all facilities.

Encouragingly, most categories of Children’s Services are on track in terms of utilisation rates. Some fluctuation continues to be experienced in B & A and the Mobile Pre-School which is consistent with the nature of these services. As a service type, B&A/OOSH is not operating as a financially viable operation. B&A/OOSH is heavily subsidised by Pre-School and Long Day Care. This has been acceptable in the short term but is not sustainable in the long term. The Co-operative is currently examining this challenge. Customer satisfaction rates measured through surveys are exceeding targets. Affordability of access to Children’s Services is an ongoing issue for the Co-operative. A continuing position for Council has been to vigorously advocate and lobby for appropriate government support of Children’s Services fee structures and improved funding distribution and levels at every opportunity. This is ongoing. The lack of a National planning framework for the distribution of Child Care Benefits in Long Day Care is also impacting on supply and demand factors for the service.

Demand continues to grow and waiting lists for babies and toddlers increase steadily in many suburbs. However, there is an oversupply of places for 3 – 5 year olds. Ongoing issues are the provision and cost of places for infants and pre-school users and also the provision of funded OOSH places in new suburbs and where service gaps exist. The Out of School Hours Bus Fleet Replacement Program has been advanced. This program sees all of Council’s OOSH services having access to a fleet bus to enhance their services. Children’s Services continues to be provided by Council to assist family employment choices and to maximise children’s potential. At this time, actions are generally on target in meeting the challenge of planning and providing for the needs of children across the City.

There is acknowledged slippage with Tamara and Erskine Park Child Care Centres extension projects. These are expected to be back on track in a short time. Possible government funding withdrawal threatens the continuation of several valuable programs. Council was the preferred tenderer for the Inclusion Support Agency to support the access of children with additional needs in Federally funded children’s services across the region (Penrith, Blue Mountains and Hawkesbury LGA’s) from next month. This is seen to be recognition of the quality of the services provided by Council.

The time ahead will see a primary focus on completion of an extensive Capital and Operating Projects program, advancement of Glenmore Park Child and Family Precinct Project, introduction of economies that can be brought to the overall Service, the sustaining (and where possible) enhancement of utilisation levels for all service types and the continuation of successful partnerships with a range of relevant stakeholders.

Recognition is also evidenced by partnerships with Macquarie University (STAR programs to participate in their Disability Access Research project) and University of Western Sydney (their Professional Experience Research project).

Council’s longer-term goal to ensure that families and children are valued and supported to enable them to contribute to the economic and social well being of the City remains foremost in both the Co-operative and Department’s agendas.

TERM ACHIEVEMENT 10.1 (CSM)

SERVICES ARE PROVIDED TO MEET THE DIVERSE NEEDS OF FAMILIES AND TO SUPPORT THE DEVELOPMENT OF CHILDREN.

This involves research and planning, consultations and advocacy with others, to identify and facilitate the provision of a broad range of services that reflect community preferences and contemporary professional standards. This will inform advocacy for standards of care, recreation and education. This program includes strategies to ensure equity of access and programs, built on relationships that acknowledge cultural and generational connections, which support positive outcomes tor families and children.

CONTEXT/ISSUES:

In 2000 Council adopted a Statement of Purpose recognising that experiences in early childhood have a profound impact on outcomes for children and the development of social capital within the City. Council committed to providing and facilitating the provision of programs and services for children across the City. This term achievement focuses on assessing and improving equitable and accessible experiences and facilitating equity in outcomes for children across the City. Consistent with the directions of Federal and State Governments, programs and services should also focus on strengthening families as an intervention strategy to improve outcomes for children and to build the capacity of our community, families being a major segment of the population. Issues to be addressed include improving health, literacy and family capacity through a range of programs.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

In the context of meeting community needs children’s services provides a variety of 41 children’s programs which include: 709 Places in long day care; 225 places in Preschools; 410 places in Before and after school care; 275 places Vacation care; 29 places in Occasional care; 26 places in Mobile preschool and one mobile playvan service. Over 4000 children have attended programs to the end of December and it is expected that over 5,000 children will attend by the end of June 2006.

Council is strongly committed to the provision of early and middle childhood care and education for young children, to support enjoyment and development in childhood whilst enabling children to reach their full potential. This along with support for parents builds a stronger community and adds value to the City’s economy. This term achievement will be achieved by a greater focus on research and analysis and the development of a City Wide Strategy for Children. Such a strategy will enhance the programs and services currently provided to support families and children.

Inclusion of children with additional needs has been supported through the continuation of SUPs prior to the hand over to the ISA. OOSH integration has reduced access support to two services due to funding constraints. The STaR project has commenced at three centres providing increased support for the inclusion of children with additional needs into long day care and providing staff development as part of this research project.

The Family Links project at Kindana is increasing family support networks in St. Clair. Reviews of service levels in South Penrith, St Marys and Cranebrook are underway in the light of increased competition and demographic changes. Mainstream Children's Services are slightly below planned utilisation rates.

Resourcing options were determined for the Penrith City Children's Services Co-operative. Of significance two major submissions were made to support the inclusion of children with additional needs to NSW Department of Community Services and to the Commonwealth Department of Family and Community Services. The tender for the Commonwealth Inclusion Support Agency was successful and the DOCS early intervention programme submission is progressing to stage two in partnership with leading family support agencies. The first stage of actions to ensure compliance with changed requirements of the NSW State Licensing regulations for Children's Services was completed with training of staff. An extensive programme of facility upgrades is well underway, with delays in some design components.

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ISSUE 11: COMMUNITY SAFETY (DCO)

Longer Term Goal: Communities feel confident about their safety.

DIRECTOR COMMENTS ON THIS ISSUE:

The Penrith Valley Community Safety Plan was adopted by Council in December 2002. The plan was prepared with assistance from the Centre for Regional Research and Innovation at the University of Western Sydney. The plan contained three main tasks; the preparation of the Penrith Valley Crime and Safety Profile, review of the existing Council Community Safety programs and the selection of appropriate Community Safety Strategies.

The plan was subsequently endorsed by the NSW Attorney General’s Department as a Safer Community Compact to expire in December 2005. The Attorney General’s Department recently extended the plan’s operation to December 2006.

Work will commence shortly on consultations with the community towards developing a new Community Safety Plan for the period 2006 - 2009.

The Penrith Valley Community Safety Partnership, which is a committee of Council and includes Councillors, Council officers, Police, business and community representatives and State Government authority representatives, will oversee the development of the new plan.

The new plan will address community safety issues and develop strategies to address these issues. Crime Prevention through Environmental Design (CPTED) initiatives will continue to be pursued and provision of information and education of residents regarding personal and community safety will also be a priority.

TERM ACHIEVEMENT 11.1 (AM)

A COMMUNITY SAFETY PLAN BUILDING ON A PARTNERSHIP WITH POLICE, THE COMMUNITY, AND OTHER STAKEHOLDERS IS IN PLACE AND SUPPORTED BY COUNCIL’S PROGRAMS.

The community Safety Plan will address identified priority issues to improve safety and security across the City. Social and situational issues will be addressed.

CONTEXT/ISSUES:

The Penrith Valley Community Safety Plan has been in place since its adoption in December 2002. Council prepared the plan in conjunction with the Centre for Regional Research and Innovation from the University of Western Sydney. The Penrith Valley Community Safety partnership contributed to the development of the plan.

The development of the plan consisted of three main tasks including:

· The preparation of the Penrith Valley Crime and Safety Profile.

· Reviewing the existing Community Safety programs in Penrith City Council.

· The selection of appropriate Community safety Strategies.

The plan was subsequently endorsed by the NSW Attorney General Department as a Safer Community Compact under Part 4 of the Act (Protection and Parental Responsibility 1997) from December 2002 to December 2005. Council has recently endorsed that a 12-month extension to the plan be sought from the Attorney General’s Department.

Overseeing the development and implementation of the plan is the Penrith Valley Community Safety Partnership. The Partnership is a committee of Council and members include Councillors, Council Officers, Police, Business and Community Representatives and representatives from State Government authorities.

The objectives of the partnership are to:

· Identify Community Safety Issues and develop and prioritise strategies to combat these issues.

· Integrate the concept of community safety throughout the member organisations and the city.

· Monitor the implementation of and review on a regular basis the Penrith Valley Community Safety Plan.

The Community Safety Plan was developed to address five key areas. They include:

1. Personal Safety: All forms of personal safety with particular emphasis on Domestic Violence.

2. Antisocial Behaviour: Malicious damage, assault and offensive conduct.

3. Fear of Crime: Fear of crime in Penrith particularly including the perception of drug usage

and assault

4. Issues Affecting People and Places: Community safety issues that are specific to different

locations and different communities.

5. Theft of or from a Vehicle: Theft of or from vehicles in CBD precincts and related car parks.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The current Community Safety Plan was adopted as a Community Safety Compact by the NSW Attorney General's (AG's) Department in December 2002 and was due to expire in December 2005. Council approved an application to the AG's Department for a 12-month extension of the plan and this was accepted by the AG's in late 2005.

A round of Community Consultations will commence in April for the development of the new Community Safety Plan, incorporating emerging trends and issues to be addressed for the city, during the period December 2006 to December 2009.

The Penrith Valley Community Safety Partnership, a committee of Council, has proven to be successful in building on partnership approaches to crime prevention and community safety issues across the Local Government Area. A number of new initiatives have been developed in the first two quarters of 2005/06 to address strategies contained within the plan. These include "Report It - Don't Ignore It", formation of the Partnership sub group to develop a Penrith Citywide Graffiti Minimisation Strategy and the implementation of Alcohol Free Zones in a number of locations across the city for a three-year period.

A number of existing strategies continue to be supported including Domestic Violence Information Stand and Website; Graffiti Removal Information Pack; HOST's Pack (safe party pack) and Park Smarter campaigns. Funding bids were submitted to both the NSW and the National Attorney General's Departments for new projects. Funding was also received from the Nation Motor Vehicle Theft Reduction Council to implement "Operation Bounce Back".

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ISSUE 12: MAGNETIC PLACES (DS)

Longer Term Goal: Town Centres, local centres and community meeting places are attractive and vibrant.

DIRECTOR COMMENTS ON THIS ISSUE:

The goal of this program is for town centres, local centres and community meeting places to be attractive and vibrant. This program is linked to the development and refinement of the Penrith City Centre and St. Marys Town Centre Strategies currently on public exhibition. These draft strategies include a range of revitalisation initiatives, some of which also emphasise partnerships with City business groups and the broader community.

Presentations to a wide range of stakeholder organisations in both Centres have taken place. This body of work (with further research) will lead to an accepted strategic direction for those Centres in meeting Council’s aim for them to be appealing places for people. There are also linkages between this Issue and Issue 13, Established Neighbourhoods. Through an agreed and staged program of revitalisation, improvement and enhancement local centres and community meeting places will increasingly become magnetic places and attractors for community activities and capacity building.

Marketing initiatives and a range of physical improvements have been delivered to a number of community neighbourhood centres. These are felt to have assisted in raising the awareness and usage of the City’s neighbourhood facilities.

The time ahead will focus on participating in Neighbourhood Centres Week, continuing capital improvements at selected centres, supporting and contributing to a number of community events and planning and delivering Council’s program of events.

TERM ACHIEVEMENT 12.1 (CDM)

PENRITH CITY CENTRE AND ST MARYS TOWN CENTRE ARE APPEALING PLACES TO PEOPLE SEEKING SATISFYING SOCIAL AND CULTURAL EXPERIENCES.

The City's Centres should be vibrant and exciting places that provide residents, visitors and workers with a range of different experiences. The Centres should provide places and areas to meet friends, for recreation and contemplation, for entertainment and leisure, for business activities and work. They should reflect the diversity of the City's communities and be welcoming for all. This will be achieved through engaging the City's communities in cultural and other planning processes to establish a shared identity and integrated vision for the Centres.

CONTEXT/ISSUES:

This Term Achievement recognises that the social and cultural elements of the City’s two major Centres (Penrith and St Marys) are vital to their vitality and long-term economic viability.

The Cultural Planning Framework will assist Council and the community in defining the ‘Penrithness’ of the City Centres. Penrith’s culture is more than the arts; it is about a lived experience of Penrith’s places and time. The Cultural Plan will focus on what is special about Penrith/St Marys and its people and how its past and present can inform its future. What is distinctive about Penrith and St Marys is then a potential resource for the development and regeneration of the Penrith City Centre and the St Marys Town Centre.

This Term Achievement is supported by other elements of the Strategic Program, in particular, the completion of the expanded Joan Sutherland Performing Arts Centre and its new programs, and the development of the Cultural Precinct at St Marys. These places will offer cultural experiences to residents and visitors in those two major business centres.

The City Centres’ Review process will enable the development of a framework to guide the future direction, role and operation of the Penrith City Centre and St Marys Town Centre. The Review formally commenced in December 2003, and is expected to be at least a two-year project, with draft planning controls prepared by December 2005.

The Review has been divided into two stages, with the first stage identifying the existing situation regarding the land use, economic and social systems in each Centre, and broad community and key focus consultations. There have been separate Visioning Workshops for Penrith and St Marys, involving interested community, business and other key stakeholders. The second stage has involved further detailed analysis, and the development of Strategies, together with draft planning controls, for each of the Centres.

The Strategies will position Penrith City Centre as the principal retail, commercial, cultural and social centre of the City and a key focus within the region, and will identify both Centres as vibrant, attractive and safe places to live, learn, play, shop, socialise, visit and conduct business.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

As part of the Social Services and Community Organisations Accommodation Needs Strategy consultations have occurred with over 120 community and cultural organisations that are located in the St Marys Town Centre and Penrith City Centre. With other research being undertaken by the consultants these consultations will assist Council in developing a strategic response to ensuring that the two Centres continue to fulfil their vital social service and capacity building role. Council has given presentations on the Centres Strategies to the stakeholder business groups in the two Centres including the St. Marys Town Centre Association and the Penrith City Centre Association. Discussions have also been held with the Penrith City Centre Association on enhancing the appearance of the retail and service precincts through improved signage, street furniture, and graffiti management.

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TERM ACHIEVEMENT 12.2 (FOM)

LOCAL CENTRES, COMMUNITY MEETING PLACES AND PROMINENT MEETING PLACES ARE INCREASINGLY VALUED AND RECOGNISED BY COMMUNITIES AS A FEATURE OF THEIR NEIGHBOURHOODS, OR AS A FEATURE OF THE CITY.

Regular community celebrations occur in our prominent meeting places. This will be achieved with the support of local business owners, community groups and residents.

CONTEXT/ISSUES:

Local community precincts which often include a community centre, shopping facility and schools are considered the central focus for local residential areas.

As a consequence of society today and pressures upon us they are sometime not valued and utilised as much as they may have been when first established. Other contributing factors such as a change in the demographic makeup of local suburbs can impact on usage levels of some centres.

These community hubs are only effective with the participation of local residents. Under optimum operating conditions these community hubs can have a positive economic, social and cultural impact on the surrounding communities they serve.

Central to this is the ability of facilities to meet identified needs of local communities. This can be achieved by coordination of a range of community development programs, services and facilities within those neighbourhoods.

The management structure chosen for a particular centre will depend on local circumstances including the willingness of councils, service providers, community organisations and individuals to be involved in management. There is no perfect management structure suitable for all Centres. The needs of the local community will change over time and may require changes in management arrangements.

The management structures should encourage wide user and community involvement while allowing for sufficient service provider and council support.

This can all be achieved by supporting and promoting events at neighbourhoods, by improving communication with the community and by highlighting the value of these facilities. There is also the need to actively recruit local community managements committees and ensure adequate training and support is provided. Seek out opportunities for volunteers.

Events and celebrations are becoming an important part of Council and the community’s calendar. The provision of dedicated resources to securing and promoting events has resulted in a growing program of events taking place within the city and the development of strong networks with a range of sporting, cultural and event organisers.

Increased community expectations that Council will take a lead role in the number and quality of events within the City, which include those where Council has a coordinating role and those which are supported by Council but led by others.

Drawing from its experience from the 2000 Olympics, the city is becoming better placed to respond to major events. The new and planned sporting and cultural venues are equipped to accommodate high quality events of national and international significance.

Council will need to position itself to resource this challenge. The development of a coordinated approach through the development of an events strategy is required.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Successful, effective and vibrant community hubs can only be achieved with the active participation of the local residents with local meeting places. A scope of physical improvements at a number of targeted community centres has been completed. A structured marketing program has been introduced. Both these initiatives have resulted in an increased profile, awareness and usage of the City's neighbourhood facilities. Events, festivals and celebrations are an important element of the City's communities well being. Council officers continued to support those community lead occasions held during this period, e.g. Penrith Valley Festival and St Marys Spring Festival. Further support, assistance and advice have been provided to a range of smaller more localised community events.

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ISSUE 13: ESTABLISHED NEIGHBOURHOODS (DS)

Longer Term Goal: Established neighbourhoods are revitalised and people have pride in the community in which they live.

DIRECTOR COMMENTS ON THIS ISSUE:

This program has a goal to revitalise established neighbourhoods to ensure that people have pride in their community, the place they live in. There is a particular and focussed initiative underway in achieving an integrated ‘whole of organisation’ approach to this issue. The issue involves a significant number of Departments in terms of their particular outcomes and deliverables. The program strives to achieve an equitable provision of facilities and services throughout the City. There is a recognised disparity between facilities and services available to longer established neighbourhoods compared to the most recently developed release areas. This program relies heavily on the development and support of strong enduring partnerships with principal stakeholders, ongoing consultation with the community, and Council leadership to deliver the program.

It is relevant to note the successful partnership with Department of Housing that has delivered benefit to the communities of Cranebrook and North St. Marys in recent times. For example, the Department of Housing has made a significant financial contribution to the new North St. Marys Neighbourhood Centre opened in August 2005. This partnership is ongoing and will identify further joint neighbourhood renewal initiatives in the City. As part of the current review of the Neighbourhood Renewal Program a Policy Framework applying to the present program areas will be presented to Council in the time ahead. In addition the proposed actions identified in the Framework will significantly advance Council’s response to this Issue.

A major City Youth Week festival will be held in Cranebrook in April. This complements a range of other partnership initiatives over the last six months in both Cranebrook and North St. Marys. The benefits and improved social outcomes that can be delivered to a particular community/neighbourhood by all stakeholders working together in an integrated and committed way are clear.

TERM ACHIEVEMENT 13.1 (CDM)

ESTABLISHED NEIGHBOURHOODS ARE REVITALIZED AND PEOPLE HAVE PRIDE IN THE COMMUNITY IN WHICH THEY LIVE.

This program will include a policy framework that identifies Council or Government responsibility for the adequacy of infrastructure, community safety, social services and facilities.

CONTEXT/ISSUES:

The Neighbourhood Renewal program has been developed as a planned response to what Council identified as the increasing disparity between the infrastructure and services available to support local communities in the older established suburbs of the City compared to that available in the release areas developed since the 1980s. The availability of Section 94 funds has obviously contributed to enhanced local infrastructure in new release areas.

The Program has been in place for five years and in that time has achieved considerable outcomes for residents in the Cranebrook and North St Marys areas. These outcomes have focused on infrastructure improvements as well as bringing an enhanced co-ordination of response to social issues. There are still a number of identified actions to be progressed in these two areas.

Some results have been achieved in the Werrington/Cambridge Park area particularly with regard to the Shopping Strip Improvement Program, community safety audits and improvements and other physical infrastructure work but the future of that particular initiative is unsure pending the finalisation of the policy and research framework for the Neighbourhood Renewal Program.

A challenge for the Neighbourhood Renewal Program has been understanding and measuring the impact of the initiative undertaken as well as developing a clear plan for implementation and completion. Some overseas experience indicates that in particularly disadvantaged areas, a neighbourhood renewal focus and its related physical, employment and social components, may be required for between 5–20 years. The British model for ‘neighbourhood regeneration’ states that an aim of the program is that no one should be disadvantaged by where they live.

Clearly Council does not have the resource capacity to continue to engage in further areas without a clear exit strategy in the areas already underway.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The Neighbourhood Renewal Program evaluation is well advanced and will provide Council with a strategic approach to responding more effectively to the particular needs of the established areas of the City. In particular the evaluation will also provide clear directions on the Neighbourhood Renewal Program for the duration of the current Strategic Program. The evaluation will be presented to Council in the third quarter of 2005/06.

Enhanced public domain maintenance responses continued to be delivered in North St Marys and Cranebrook. Resealing of laneways and new footpath and kerb and gutter were also completed around the new North St Marys Neighbourhood Centre. Neighbourhood Renewal work continued in North St Marys and Cranebrook. The new North St Marys Neighbourhood Centre was opened by the Mayor of the day, Councillor Jackie Greenow. Enhanced local service provision commenced in the period with local youth activities, outreach counselling and related support provided by St Marys Community Health Centre, and enhanced family support programs.

Council’s Mobile Playvan is also providing a service one afternoon a week with high levels of utilisation. The Centre was also successful in receiving a CDSE grant for a playground at the new Centre. The Centre's preschool also received support from Council to purchase resources for children from a culturally and linguistically diverse background. In Cranebrook support has been provided to local partners in developing a business plan for the Metropolitan Technology Centre (MTC). The MTC was also nominated by the Department of Housing for a Premier’s Public Sector award. Assistance was also provided to the Aboriginal Youth mentoring project in Cranebrook High, the Phoenix family group, the Fusion Youth Xmas party BBQ, and the Koori Mums support group. The Neighbourhood Advisory Board also achieved the reintroduction of evening bus services through the estate.

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ISSUE 14: MANAGING DEVELOPMENT (DCP)

Longer Term Goal: Quality outcomes are achieved in the redevelopment of our established suburbs and local centres.

DIRECTOR COMMENTS ON THIS ISSUE:

This issue is seeking quality outcomes in the redevelopment of established areas and local centres. Council has commenced a two-year program of review and consolidation of the City’s planning controls and strategies. Relevant to this issue a review of the Council’s current Residential Strategy will be conducted. This will commence in October 2006. Amongst other things, it will review the extent to which redevelopment has created affordable, satisfying, safe and sustainable living environments and cohesive communities. Consultation with residents, developers and government agencies will be key elements of the Residential Strategy Review.

Further residential analysis and study is planned to occur later this year. Council is also participating in the Sub Regional Planning framework process, which will define the quantum and form of housing that the City will be asked to deliver under the Metropolitan Strategy.

The research undertaking by Bill Randolph and presented to Council in August 2005, provides demographic and household formation trends, together with over viewing residential development patterns since the adoption of current housing policies.

Further analysis of urban development trends and census data is being facilitated by Council’s acquisition of new demographic profiles for the City.

The Neighbourhood Renewal Program Review has been substantially completed. Its findings and the recommendations for a more integrated approach to local level place management of established areas are being examined.

A project which will trial new approaches to urban redevelopment is being developed as an outcome from the Council’s partnership with the Department of Housing. This approach will see the development of a Masterplan for revitalisation of the physical and social environment of the Glossop Street precinct.

TERM ACHIEVEMENT 14.1 (DAM)

REDEVELOPMENT OF EXISTING AREAS CONTRIBUTES TO SAFE, SUSTAINABLE, AFFORDABLE AND SATISFYING LIVING ENVIRONMENTS AND COHESIVE COMMUNITIES.

This will be achieved by supporting community structures and engaging the community in the design of new neighbourhoods with agreed levels of services and facilities.

CONTEXT/ISSUES:

The City has undergone significant redevelopment in recent years following the adoption of the Residential Strategy in 1997. Whilst this redevelopment of existing neighbourhoods is in accordance with the strategy, its pace has been faster than anticipated. Communities in areas such as Werrington, Cambridge Park and Oxley Park have raised strong concern about the impact and extent of this type of development.

Whilst the residential strategy development included extensive consultation, anecdotal evidence suggests that there is limited understanding in the community of its implications. Residents have regularly raised concerns about the impact of in-fill development, particularly the higher densities, and claim to have no knowledge of the residential strategy. The recent review of the villa style development policies reflected this with forum in excess of 100 residents all claiming no knowledge of the strategy.

This term achievement significantly incorporates the need to work in partnership with the local community to foster understanding of the reasons why established areas are re-developing. Ongoing engagement with communities in suburbs zoned for redevelopment is proposed. This will not only involve explanation of the context and importance of redevelopment in the overall growth of the City, but also input into social and cultural strategies that will support these communities.

The proposed social and cultural strategies should respond to the social and related needs of the established as well as more recently arrived residents. Given that medium density housing usually has higher proportions of rental households than detached housing, leading the development and implementation of social capital building initiatives is an ongoing challenge.

To assist the defining and developing of the social/cultural strategies, it is important that Council have an enhanced understanding of the demographics of households who occupy the newer medium density housing. This includes household composition, tenure, length of occupation, where the household has moved from, principal reason/s for moving, and the next likely lifestyle/housing choice.

This additional targeted research would also inform the preparation of a new Residential Strategy. It is important that the development of the strategy is informed by consultation but also be grounded in the dynamics of population growth, demographic change, household choice and the renewal of aging housing stock. Council’s goal of supporting cohesive communities is also a key consideration.

The development and implementation of responsive and creative place-based social and cultural strategies is heavily dependent upon successful partnerships with both government agencies and local community, cultural and youth development organisations. In some cases Council’s priorities may not match those of its potential partners.

Currently there are no resources to support the delivery of cultural strategies.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

An initial consultation has occurred with the first of a series of anticipated meetings with residential progress associations. A program of consultative meetings will need to be developed to engage other community and resident associations to assist in the delivery of this task.

The research undertaken by Bill Randolph and presented to Council in August indicates that increasingly new household formation will be characterised by fewer people. This finding will assist in the review of the Residential Strategy. The Randolph research also recommends a more "fine-grained" approach will be needed to planning the City's future including in redeveloping residential areas to ensure that the diversity and sustainability of housing types and communities is actively facilitated.

The web-based demographic profiles developed by Profile.id for Council provide a more accessible series of suburb data profiles to Council staff and the broader community. This initiative will assist Council in continuing to monitor aspects of urban development and make the appropriate responses as 2006 Census data becomes available in 2007.

The Neighbourhood Renewal Program Review being undertaken by Elton Consulting has identified that to achieve Council's Strategic Program in relation to the established areas of the City additional focus in Council's services will be required. This will be reported to Council in the third quarter.

Council continues to support the work of the Neighbourhood Advisory Board in Cranebrook and to assist in establishing a Service Providers Network covering the older suburbs of Kingswood, Kingswood Park and Penrith.

TERM ACHIEVEMENT 14.2 (DAM)

NEW HOUSING IN ESTABLISHED AREAS IS COORDINATED BY COMPREHENSIVE NEIGHBOURHOOD PLANS DEVELOPED IN PARTNERSHIP WITH THE LOCAL COMMUNITY AND DEVELOPMENT INDUSTRY.

That will be supported through fostering of improved communication with local communities to facilitate understanding of the reason for planning for diversity of housing choice.

CONTEXT/ISSUES:

The extent of redevelopment in many suburbs has caused great concern to existing communities. In some cases the redevelopment has been ad hoc and inconsistent with the existing streetscape and character of some neighbourhoods.

The impact of residential duplication in the established areas has resulted in a decline in overall amenity and seen new development lack innovation. Piecemeal development does not related to other land and stifles connectivity and a more structured approach to residential infill which seeks to achieve the better urban communities, stronger links with the strengths already established in the local areas and a sense of identity that is easy recognizable to the community.

Council has requested a better approach for existing neighbourhoods that are being redeveloped. It is intended to develop a clear set of guidelines that will shape and guide new development so that existing areas are not simply transformed into more of the same but take on character that is representative of the real strengths and introduce sound urban design outcomes.

The character of Penrith is made up of a mixture of smaller neighbourhoods and communities. In order to develop neighbourhood plans that identify the individual strengths and desired outcomes of these areas a concerted consultation process will be required.

The development of neighbourhood plans in partnership with the local community and other stakeholders to coordinate redevelopment is proposed. This will elevate the planning of neighbourhoods zoned for the residential use to a more defined level. Neighbourhoods will need to be selected based on priorities to be established and on partnership opportunities that arise. The development of a neighbourhood plan approach should run in tandem with the Citywide Local Plan process and delivery of a Citywide Development Control Plan. There is a need for these neighbourhood plans to be given statutory credibility to assist in implementation.

The initial target area is the precinct between the St Marys CBD and Glossop Street. The Department of Housing has significant ownership in this area and has indicated a willingness to form a partnership. Cambridge Park is another area identified as a priority because of high levels of community concern about recent development.

When neighbourhood plans are finalised there will be a need for ongoing monitoring and refinement to ensure objectives are met.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Council met with the Department of Housing (DoH) in January, which was in response to the Memorandum of Understanding set up with Council and DoH. There was acceptance that DoH and Council collaborate on the physical and social environment of the Glossop Street precinct with the view to developing a masterplan. It was agreed that working groups would set up between Council and DoH, which then report on to the Steering Committee.

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ISSUE 15: NEW RELEASE AREAS (DCP)

Longer Term Goal: New areas provide well planned, serviced and cohesive living and working environments.

DIRECTOR COMMENTS ON THIS ISSUE:

Considerable effort has been directed toward planning for the City’s ten new urban release areas. Development is occurring in the Erskine Park Employment Area, Waterside and Claremont Meadows Stage 2. The other areas continue to advance through their planning phases.

Council’s Strategic Plan defines our aspirations for the new release areas. Sustainable, safe and satisfying living and working environments are being planned. This requires detailed investigations and study. This work, together with ‘cooling’ of the housing market and the complexity of co-ordinating multi-ownership estates, has slowed the release of new allotments.

Council has set new benchmarks have been set for Release Areas’ sustainability, and one of the consequences is that government authority’s and other’s policies or strategic positions do not yet align with this i.e. there are challenges in designing for water recycling and telecommunications innovation in release areas. These difficulties are being pursued with agencies.

Equally, new approaches are being taken to Release Areas’ job supply. Employment and economic development strategies are being developed for a number of the estates. Valuation of jobs and the movement of that value into off-site employment initiatives is a new area of investigation.

Housing strategies are being informed by the research work Council has undertaken to define the demographic profile of the future. Developers are being challenged to cater for the housing needs of the future as distinct from what is marketable today.

Council has advocated, in its submissions to recent metropolitan planning policies, for a documented and funded government infrastructure strategy which addresses the needs within the City. These needs emerge as a result of our own growth and that in adjoining areas.

Infrastructure delivery plans are being developed for each release area. Regrettably, Council has been unsuccessful to date in achieving a government commitment to a number of key infrastructure items ie UWS Rail Station, the Erskine Park Employment Area Link Road and the Werrington Arterial.

TERM ACHIEVEMENT 15.1 (EPM)

COHESIVE COMMUNITIES ARE FORMED BASED ON SUSTAINABLE, SAFE AND SATISFYING LIVING AND WORKING ENVIRONMENTS.

This will require a more comprehensive addressing of social, economic and environmental issues and will be influenced by a mix of housing, infrastructure facilities and services that are delivered to meet the needs of diverse neighbourhoods.

CONTEXT/ISSUES:

Council completed a Residential Strategy for the City of Penrith in 1997, which was favourably received by Department of Infrastructure, Planning and Natural Resources (DIPNR). It confirmed that that our expected population growth for the following 20 years (some 45,000 people) can be accommodated within existing and currently planned release areas, without resorting to new residential areas located in outer lying rural precincts.

We are currently advancing the planning for 10 new urban release areas across the City. Those are:

- ADI Site

- Penrith Lakes

- Lakes Environs (Waterside)

- North Penrith Army Land

- Werrington Signals Site

- South Werrington Urban Village

- Caddens Release Area

- Claremont Meadows Stage 2

- Glenmore Park Stage 2

- Erskine Park Employment Area

Council’s Strategic Plan and the adopted Sustainability Blueprint for Urban Release Areas outlines an approach to new release areas which seeks to form cohesive communities based on sustainable, safe and satisfying living and working environments. A priority for our planning for new release areas is to ensure that they deliver quality urban environments and that they foster the establishment of sustainable new communities.

The cohesiveness of those communities will be established by taking a ‘triple bottom line approach’ which focuses on and integrates the social, economic and environmental imperatives. That will draw together the core principles of long-term economic and social security, delivering new job opportunities, providing a diversity of housing including affordable housing, maintenance of intrinsic biodiversity and natural values, creating quality and safe public domains which are designed for durability and adaptability, ensuring the early delivery of community services and facilities and working with those communities as they emerge to ensure important interactions and structures are established and opportunities for cultural development are pursued, reducing resource consumption and minimizing waste, saving water and energy. This will necessarily focus our planning response on the early provision of contemporary infrastructure, community services and retail facilities.

Recent urban growth management studies have confirmed the emerging complexity of Penrith’s urban structure as the City matures. The next twenty years’ growth is predicted to be at least as strong as past twenty years in terms of new housing. Penrith is not “settling down”, but will continue to be a dynamic and growing community. Demands for high quality services will continue.

Critical to this term achievement is the securing of services and facilities to meet the needs of those new communities. This aspect has a strong interrelationship with TA’s 4.3, 4.4 and 5.1.

More certainty is required to ensure the timely and effective delivery of appropriate physical infrastructure, community services and facilities as those new release areas develop. The securing of those strategies from developer/landowners at the “front end” of the strategic planning process has however resulted in delays to the implementation phase of the release areas concerned, due to intricate negotiations with landowner/developers as well as government agencies in the securing of optimal environmental, access, employment and housing outcomes.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Council's Residential Strategy identified the need to provide in the order of 20,000 new homes to house the City’s population growth up to 2022. It proposes that some two-thirds of new homes, around 13,000 dwellings, would be accommodated in new release areas, a number of which are included in the Government’s Metropolitan Development Program.

Council is currently advancing the planning and delivery of 10 new urban release areas across the City. Plans are complete and development is now under way in Erskine Park Employment Area, Waterside (Lakes Environs) and Claremont Meadows Stage 2. North Penrith Army Land has been rezoned and the DCP adopted. The ADI Site REP has been gazetted and comments recently made on its first amendment and we are finalising assessment of the first development site in Penrith being the Dunheved Employment Precinct Plan.

Penrith Lakes REP amendment is being finalised for exhibition by DoP. An LEP and DCP have been adopted for the Werrington Signals Site. Planning studies are commencing for the South Werrington Urban Village and Caddens Release Area and the WELL Precinct studies are nearing completion. A draft LEP is under preparation for Glenmore Park Stage 2. Design processes have advanced for the new Glenmore Park Child and Family Precinct and the extensions to the existing Claremont Meadows Community Centre to provide for new social services to support communities in those areas.

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TERM ACHIEVEMENT 15.2 (EPM)

STRATEGIES ARE IN PLACE FOR NEW RELEASE AREAS TO DELIVER JOBS THAT MATCH INCOMING WORKFORCE PARTICIPANT NUMBERS.

This will be achieved through implementation of employment strategies for each release area.

CONTEXT/ISSUES:

Council has pursued a range of strategic opportunities to foster economic development and create new job opportunities for our community.

In planning for new release areas, localised opportunities for employment are being pursued to create economic well being, socially cohesive communities and to minimise the need for commuting – especially car-based. Council’s policy is for new jobs, both on and off-site, to be created which at least match incoming residential workforce participants in each release area. Local /home-based employment enriches the community and family lifestyle through giving reason for local goods and services, social interaction and hence a vibrant living community.

Council’s urban release area program currently comprises nine urban release areas, a strategic employment precinct (the Erskine Park Employment Area (EPEA)) and an education precinct (Werrington Enterprise, Living and Learning (WELL) Precinct) in the Penrith LGA. These release areas and precincts play a vital role in providing more residential housing and employment lands in Penrith. The opportunity exists for each of the release areas to create different employment goals and opportunities given the local circumstances, the commercial activities which are being planned in them, their geographic location and their unique characteristics and settings. That will require emphasis to be placed with the strategic direction each release area Employment Strategy enunciates and identifies as the focus for job delivery.

Council is mindful of the need to facilitate new and expanding employment opportunities as far as its responsibilities allow. In new urban release areas Council’s policy is that employment and economic activity occurs in a sustainable fashion, and is balanced with social and environmental objectives.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Council’s policy is for new jobs, both on and off-site, to be created which at least match incoming residential workforce participants in each release area. Local /home-based employment opportunities are being pursued in these new urban developments to enrich community and family lifestyle. Employment and economic development strategies are currently being pursued for Glenmore Park Stage 2, the ADI Dunheved Employment Precinct and the WELL Precinct to increase the local job to workforce ratio.

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TERM ACHIEVEMENT 15.3 (EPM)

NEW RELEASE AREAS PROVIDE FOR A DIVERSITY OF HOUSING OPPORTUNITIES, INCLUDING AFFORDABLE HOUSING, CONSISTENT WITH EMERGING COMMUNITY NEEDS AND WHICH FACILITATES THE DEVELOPMENT OF DIVERSE NEIGHBOURHOODS.

This will require partnerships with the development industry and key Government agencies to determine the emerging housing needs and to effectively plan for and deliver a range of housing options to effectively respond to those needs.

CONTEXT/ISSUES:

In the planning for our new release areas, we are seeking to create diverse communities by providing a range of lot and housing types across a site, to provide a range of housing which can be adapted over time to meet changing household requirements, such as aging population, to provide opportunities for density and mix of uses that reduce car dependency and promote efficient land use and to provide affordable housing opportunities across the site.

Recent research conducted by Bill Randolph’s Urban Frontiers Group highlights the changing demographics of our current and future communities. That body of work identified the need to provide continued housing supply and to ensure that new housing is diverse and adaptable and meets the needs of the community. New housing should recognize the trend for reduced household sizes and the continuing increase in one and two person household formation. Importantly, the Randolph work also identified a growing geographic segregation of the population across the city on the basis of household type. This has been largely driven by concentrations of higher density of housing around town centres and transport nodes and the high proportion of those dwellings in the rental market. Importantly, a spread of housing densities across new urban areas will be required to reduce the propensity for social polarization.

The Randolph study also acknowledged the relatively ‘affordable’ housing market Penrith has enjoyed compared to other parts of Sydney, however our city is not immune to continuing growth pressures and the economic up-swing which has lead to pressures on the existing property market. A quotient of affordable housing is being sought for each new release area, to at least a minimum of 3% of all residential allotments being proposed in an estate. This housing provision is not limited to social housing, but also other lower cost housing which would appeal to a wide cross-section of future communities.

Adaptable housing designs are encouraged which cater for household change over time and to provide a range of dwelling densities/locations that facilitate walking and cycling and reduce car dependency. Home-based business opportunities should also be optimised. A range of partnerships with key agencies such as with the recent MOU entered into with Landcom and the Department of Housing afford an opportunity for new housing models to be established in the City which can benchmark new ways of meeting the community’s changing housing needs. The HIA and UDIA are also potential partners in such projects.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Housing strategies that reflect a diverse housing mix to meet the projected demographic profile of our future urban communities are being prepared for Glenmore Park Stage 2, including affordable housing opportunities. Housing opportunities are being explored in the WELL Precinct and discussions have continued with PLDC in regard to the opportunities Penrith Lakes will hold for a variety of quality housing forms. Housing strategy, including siting and design guidelines has been adopted for the Waterside (Lakes Environs) development which is now underway.

TERM ACHIEVEMENT 15.4 (EPM)

TIMELY DELIVERY OF SERVICES TO NEW RELEASE AREAS IS BEING SECURED.

This will be achieved through the formulation and implementation of infrastructure delivery plans for each release area with assignment of responsibility to either Council, Government or the development sector.

CONTEXT/ISSUES:

The Residential Strategy identified the need to provide in the order of 20,000 new homes to house the City’s population growth over this time. It proposes that some two-thirds of new home, around 13,000 dwellings, would be accommodated in new release areas, a number of which are included in the Government’s Metropolitan Development Program. We are currently advancing the planning for these areas across the City. The remainder, around 7,000 dwellings, is proposed to be provided within established urban areas, including a number of town centres.

Council’s adopted Sustainability Blueprint for Urban Release Areas establishes a priority for the planning of new release areas to ensure the delivery of quality, sustainable urban environments and cohesive communities. This will necessarily focus our planning response on the early provision of contemporary infrastructure, social services and retail facilities to match the community’s needs as it grows.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

This Term Achievement will be achieved through the formulation and implementation of infrastructure delivery plans for each release area with assignment of responsibility to either Council, Government or the development sector. Plans are currently being prepared for Glenmore Park Stage 2 release, Penrith Lakes and ADI Dunheved Employment Precinct.

Major infrastructure is establishing in Erskine Park Employment Area, including the Lenore Lane upgrade which is scheduled to be complete in April next year. Unfortunately, Council has not been successful in persuading Government to commit to its share of funding in relation to the delivery of major transport facilities and Council will need to continue to lobby for these outcomes. Importantly, social infrastructure to support emerging communities must also be delivered in a timely manner and in this regard plans are advancing for the upgrades of child care centres at Cranebrook and Erskine Park, with construction commenced at the Grays Lane Centre. Investigations on social facility requirements for a number of the major release areas are also advancing.

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THE CITY IN ITS ENVIRONMENT

The natural environment which all people share provides the fundamental resources for life – air, water, energy, land and biological diversity. The City of Penrith like all major human settlements, impacts on those natural systems.

Penrith Council’s charter inv sts it with a duty to act as a custodian of the local environment.

That environment is complex comprising natural, rural and urban elements. To secure the City’s sustainable future these must be managed in a balanced way that adds to its quality of life and economic productivity, without depleting those critical natural systems or the City’s natural and cultural heritage.

The City has several particularly significant environmental assets that require special care and attention. The Nepean River runs through the City. It contains a critical component of the river’s catchment, including areas of bushland that contain much of the Sydney region’s original biodiversity. The health of the Nepean is crucial to a sustainable Sydney region.

Council will act to protect the catchment by how it conducts its own activities, how it regulates the activities of others and through its advocacy to secure a comprehensive plan for the catchment’s management, prepared and supported by communities, business and government acting together.

Penrith’s built environment continues to expand. That must happen without harm to the local environment. The best knowledge and techniques must be employed in a carefully managed way to ensure this.

The rural areas of the City must contribute to the character and appeal of Penrith Valley. Their use and development must not compromise that appeal.

Globally, the depletion of non renewable resources, particularly water and fossil fuels, will impact on the capacity of all cities and societies to function into the future. Proper management of these resources must be addressed now. Council, in striving for a sustainable City, will lead and influence its communities, businesses and governments to adopt prudent, responsible energy and water management practices. Council’s own programs and approaches will provide leading examples to the City.

ISSUE 16: NATURAL CATCHMENT ASSETS (DCP)

Longer Term Goal: Natural areas are protected and rehabilitated as viable environments and the Hawkesbury-Nepean River Catchment is restored to health.

DIRECTOR COMMENTS ON THIS ISSUE:

Council has built and maintained strong partnerships with the Hawkesbury River County Council and the Hawkesbury Nepean Catchment Management Authority. The CMA is preparing a catchment action plan to direct and prioritise ‘blueprint’ actions. Council contributed to and commented on the action plan. It is becoming apparent, however, that greater and more urgent attention is needed by all levels of government if the environmental wellbeing of the City’s waterways is to be safeguarded.

There is insufficient acknowledgement of the profound impacts to the River as a result of the cross catchment transfer of river flows for use as Sydney’s water supply. This is severely compromising the health of the river because of the compromised environmental flows.

Also, the distinct impacts imposed by the metropolitan portion of the catchment are not sufficiently recognised. There is a need for improved regional responses as the river does not recognise local government boundaries. All of these are suggestive that different river management approaches might be warranted.

Under the enhanced environmental program a diverse range of catchment management based activities were undertaken. Bushcare and stormwater works, environmental auditing, on-site sewerage management, water recycling initiatives and release areas catchment planning are just some examples. Greater focus has been given to stormwater education to complement the stormwater infrastructure program.

Management of aquatic weeds in the Hawkesbury/Nepean River remains a challenge. Council continues to fund weed management activities, support the County Council and lobby for a long-term sustainable management response.

Good progress is being made to restore areas of community bushland in accordance with detailed Plans of Management. Council’s bush regeneration staff have focussed on riverbank areas at Tench Reserve, Cassola Place, Knapsack Creek and Werrington Creek. With strong support from Council, bushcare volunteers continue to make good progress in the restoration of other local bushland reserves. A strong partnership has developed with Greening Australia who are storing vegetation along the South Creek corridor and Werrington Creek.

A strong partnership with Sydney Water is ensuring the effective delivery of the Wallacia/Mulgoa sewerage scheme. Effective communication strategies have ensured that the community is informed and ready for the commencement of the scheme. Significant health, environmental and social outcomes are expected as these communities connect to the scheme in the next year.

Council has maintained its strong support for the Western Sydney Alliance that continues to actively campaign for an end to the reservation of Badgerys Creek airport site.

Compliance programs have targeted illegal landuse activities that have significant environmental input. Particular emphasis has been given to controlling illegal clearing of vegetation and land filling of land in rural areas.

Work has commenced to develop partnerships and long term strategies to improve air quality in the region.

TERM ACHIEVEMENT 16.1 (EHM)

THE CITY’S BIOLOGICAL DIVERSITY IS BEING PROTECTED AND CONSERVED THROUGH THE IMPLEMENTATION OF A BIODIVERSITY CONSERVATION AND BUSHLAND MANAGEMENT STRATEGY.

This will involve appropriate management regimes for natural areas and an engagement of the City’s communities in biodiversity conservation and protection.

CONTEXT/ISSUES:

A healthy natural environment is essential for healthy communities. The natural ecosystems in our environment provide the fundamental resources for life – air, water, land and energy. Biological diversity (or biodiversity) is also necessary to maintain the quality of the air and water, to regulate climate, cycle nutrients, and assimilate wastes.

The City’s natural environment provides Penrith with a unique character, and a variety of natural landscapes in which the urban and rural areas have developed. The publicly accessible natural areas are also very important to the City’s residents and visitors, in pursuing a range of leisure activities.

Both urban and rural development affects the natural environment, with urban development encroaching on existing areas of biodiversity, taking over productive rural lands, generating more traffic, and polluting waterways, the land and the air. Rural development impacts on the natural environment primarily through land degradation, pollution of the bushland areas and the waterways, and encroaching on existing areas of biodiversity.

Future urban growth and development in the City, combined with these current threatening processes, will continue to put pressure on Penrith’s natural environment. Biodiversity is under threat from loss and fragmentation of habitat through clearance of native vegetation, the impact of pollutants, human impacts on water resources, salinity and soil degradation, introduced species and diseases, weed invasion, inappropriate fire regimes, and firewood collection.

Council adopted the Biodiversity Strategy in 2004, to guide the protection and conservation of the City’s biological diversity. It is focused at the local government and community level, with practical actions to achieve specific objectives.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

The conservation and protection of biodiversity, and the effective management of natural areas is a continuing activity. The identification of a City-wide system of reserves has commenced, with the City's significant vegetation areas now mapped. Bushcare works continued, with a focus on Tench Reserve, Clissold reserve, Bellbird reserve, and Werrington Creek, and community consultations progressed for a plan of management for Weir Reserve. Council continues to have a strong working relationship with local Bushcare and Landcare groups. The noxious weed eradication program for Council's open space areas continued in conjunction with the Hawkesbury River County Council.

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TERM ACHIEVEMENT 16.2 (EHM)

THE HEALTH OF THE RIVER SYSTEM IS BEING IMPROVED THROUGH THE IMPLEMENTATION OF A COMPREHENSIVE CATCHMENT MANAGEMENT STRATEGY.

This responds to the delivery of improved water quality initiatives, community education programs, the effective management of sewerage impacts, including sewering of rural villages and advocacy for a coordinated approach to catchment management consistent with the recommendations of the Blueprint.

CONTEXT/ISSUES:

Council’s longer-term goal is that “Natural areas are protected and rehabilitated as viable environments and the Hawkesbury-Nepean River Catchment is restored to health.”

Council has strong commitments to protect and restore the health of the Hawkesbury Nepean River and its catchment in conjunction with other Local, State and Federal Government agencies who share responsibility. The Hawkesbury Nepean is a river of national significance, which is highlighted by the fact that it delivers 80% of all drinking water for the greater Sydney Metropolitan area. It waters also helps to generate 70% of the goods and services produced in NSW and agriculture in the catchment generates in excess of $1 billion per year in revenue.

The health of the Hawkesbury Nepean is in decline in many areas due to a number of factors including reduced flows due to water extractions and the impacts of urban development and runoff. The indicators of this include algal blooms, excessive growth of aquatic weeds and reduced number of native fish stocks.

The primary response will be through the delivery of Council’s Catchment Management Strategy. This strategy was formed by the integration of the four main stormwater management plans for the City, combined with the Catchment Blueprint for the river. This strategy proposes long-term actions to improve the quality of stormwater and more broadly the health of the Hawkesbury Nepean River. This strategic program will target higher priority initiatives in the strategy. Effective monitoring of the implementation of the strategy will be important.

A key delivery platform is through the Enhanced Environmental Program (EEP), which is funded by the special rate levy. This program provides a range of increased services including stormwater infrastructure, bushland management, biodiversity protection, sustainability initiatives, water health monitoring and educational programs. This program is funded over a ten-year period until 2012.

The Catchment Management Strategy also plays a key role in integrating all actions and activities by Council and others that lead to overall improvements in the health of the river. These actions include things such as maintenance of stormwater infrastructure, street sweeping, the litter patrol, the RID Squad, education, water conservation and erosion control compliance on development sites.

Aquatic weeds pose a significant threat to the health of the River. Council will be challenged to provide additional resources to this task and will need to work in partnership with the Catchment Authority and the Hawkesbury River Country Council.

The better management and delivery of improved sewerage services is needed to reduce the significant impact of sewerage in the rural regions of the city. This will involve the full implementation of Council’s on-site sewerage management strategy and lobbying for services to be provided to rural villages. The communities of Mulgoa and Wallacia will need assistance to ensure the early implementation of the sewerage scheme by Sydney Water in these areas.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

A diverse range of activities was undertaken that will collectively lead to improvement in the health of the river and its catchment. The Enhanced Environmental Program (EEP) is the primary delivery tool and funds many of the programs. Further stormwater management plans have been developed based on detailed catchment audits and subsequent benefit analysis. These have guided the priority for the construction of stormwater infrastructure to treat and improve stormwater quality. Other activities have included expanded water quality monitoring, control of aquatic weeds, environmental assessment of businesses to minimise pollution and creek rehabilitation work.

Council has continued its strong partnership with the Hawkesbury Nepean Catchment Management Authority and the Hawkesbury River County Council. Significant input has been made into the development of a catchment action plan and river health strategy by the CMA. The On-Site Sewerage Management program has continued to reduce the impact of effluent disposal in rural areas of the City via a combination of both audits and education. The Wallacia/Mulgoa sewerage scheme is well advanced. Council is working closely with Sydney Water to ensure the early and effective implementation of the scheme with residents.

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TERM ACHIEVEMENT 16.3 (EHM)

EFFECTIVE LANDUSE MANAGEMENT POLICIES, REGULATORY PRACTICES AND CONTROLS ARE BEING IMPLEMENTED TO PROTECT THE ENVIRONMENT.

This will involve programs that educate the community and which regulate development or activities that have the potential to harm the environment, including dry land salinity, or impact on air quality.

CONTEXT/ISSUES:

Council’s longer-term goal is that “Natural areas are protected and rehabilitated as viable environments and the Hawkesbury-Nepean River Catchment is restored to health.”

A range of programs and activities will be necessary to protect the City’s Environment. This will involve the development and review of policy responses, regulatory controls and education programs.

Priority needs to be given to the completion of and implementation of a salinity management strategy. Other important programs will include the auditing of commercial developments for compliance with environmental standards, the continued campaign to prevent a second Sydney Airport at Badgerys Creek and management of noise impacts.

Education programs need to be enhanced to increase community understanding and engagements in protecting the City’s environment.

Monitoring and reporting will be an important aspect of this program. This includes the SOE report and broader reporting initiates for a future State of Sustainability Report.

Air quality is known to be poor in Penrith and Western Sydney in general. This strategic program compels Council to take a more active role in strategies to improve air quality in support of regional initiatives.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

A range of programs was implemented focussing on improving the environment of the City and raising awareness. Environmental assessments of commercial and industrial premises were undertaken with the aim of preventing potential pollution and promoting best practice environmental management.

Council remains actively involved in the campaign by the Western Sydney Alliance to oppose the potential second Sydney Airport at Badgerys Creek. The campaign has focussed on having the reservation of the site removed from legislation to remove the uncertainty for the community.

Initial research has been undertaken as the first step in the development of strategies and a framework to improve air quality in the region. This has included consultation with other potential partners. The sustainability education program has focussed on raising awareness about water conservation and greenhouse gas emissions. Two new Sustainability Streets have started including Blackwell Public School.

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ISSUE 17: SUSTAINABLE RESOURCE MANAGEMENT (DCP)

Longer Term Goal: The City conducts itself as a leading environmental practitioner through prudent consumption o resources and reduced resource disposal.

DIRECTOR COMMENTS ON THIS ISSUE:

This issue commits Council to a leadership role in its actions and advocacy for sustainability initiatives.

Pursuit of this ideal has been exceptional with sustainability principles becoming increasingly embodied in Council’s actions and practices.

A quarterly Management Plan and Greenhouse Gas Reduction Plan were adopted in December 2005. These identified savings opportunities for both Council and the community. Auditing of the water usage patterns for Council’s buildings has occurred and, using EEP funds, every Council building has been upgraded with simple water saving devices. The next phase involving the installation of more specialised water saving devices has commenced.

Work commenced on the development of water and energy savings plans. These are in response to the Government direction. The Water Plan will deal with Council’s ten highest water usage sites.

Work continued on the development of Sustainability Indicators. These will see sustainability integrated further into Council’s operations, decision-making tools and the Strategic and Management Plans framework. A particular benefit emerging form the Sustainability Indicators will be the community engagement opportunities which emerge from the publication and transparent expression of our commitment to sustainability.

Commitments to waste reduction and sustainable practices in tendering and purchasing are also being developed.

Council’s application to the sustainability blueprint for urban release areas and BASIX at DA, subdivision and plan-making phases are compelling developers to integrate environmental initiatives into their developments.

By utilising the Eastern Creek processing facility 48% of the City’s domestic waste collected by Council has been diverted from landfill this year. The planned March 2006 implementation of a co-mingled recycling service will also improve the City’s recycling capacity.

TERM ACHIEVEMENT 17.1 (EHM)

Water and energy conservation strategies are being implemented

Council’s commitment to sustainability in managing its assets and through partnerships with key government and development industry partners.

CONTEXT/ISSUES:

Our ecological footprint is the impact our lifestyle has on the earth’s natural resources. It is based on the area needed to grow crops, the pasture land needed to grow animal products, the forest to grow timber and paper products, seas and estuaries to grow seafood and absorb pollutants, the bushland to absorb carbon dioxide, the land needed to support roads and buildings, and the natural resources such as air, water, and energy each person uses.

Human activities, particularly the burning of fossil fuels, contribute significantly to the release of greenhouse gases. Households are responsible for the generation of over half of Australia’s energy-related greenhouse gas emissions, largely through domestic electricity use and motor vehicle use. The increasing levels of greenhouse gases in the atmosphere are contributing to changes in global and local climate patterns, global warming and rising sea levels.

Development is affecting both the quality and quantity of our water, resulting in erosion, pollution, exotic and noxious weed growth, evaporation rates, the amount of water infiltrating to ground water, and a significant disturbance to the ecological balance and the City’s local freshwater ecosystems. The impacts of climate change are apparent in increasing times of drought across the country, and the decreasing rain levels leading to a significant reduction in Sydney’s water supplies. Despite some limited ‘per capita’ reduction in water consumption, overall water consumption increases concurrently with continuing population growth and urban expansion.

Waste significantly affects the City’s natural environment. Impacts of waste include the environmental, social and economic impacts of landfill, the impacts of littering on land and water quality, and the effects of illegal dumping (orphan waste) on the City’s biodiversity. Waste can pollute the land, air and water if not managed properly.

The volume of waste is a major pressure on the environment, particularly in and adjacent to major population centres. It represents a significant and unnecessary over consumption of resources. Disposal of waste to landfill can result in the leaching of contaminates into soil and groundwater, and the emission of unwanted gases into the air.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

A Water Management Plan 'Water Way' and Greenhouse Gas Reduction Plan ‘Carbon Neutral’ were adopted by Council in December. The Plans identify actions that the City's communities and the Council can undertake to manage water use, reduce overall energy consumption and increase the use of sustainable energy. Energy and water conservation activities continue in response to the 'Every Drop Counts' program, and Council's Energy Performance Contract.

Intensive preparations for the mandatory Water Savings Plan and Energy Savings Plan are being carried out. Sustainability Street and other education programs have assisted including an Energy Efficient Light Globe Giveaway at the Civic Centre and through Council's Child Care Centres. A partnership has been entered into with Ecosmart to look at water and energy conservation within small to medium sized business within our Council area. Lobbying has continued with Sydney Water for the development of a recycled water scheme from Penrith STP.

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TERM ACHIEVEMENT 17.2 (WCPM)

WASTE TO LANDFILL AND INDISCRIMINATE DUMPING ARE SIGNIFICANTLY REDUCED AND RESOURCE RECOVERY IS OPTIMISED.

Need to examine reduction of waste at source, increasing recycling component and use of technology to convert waste to a useable product. Indiscriminate dumping can be addressed by education, RID Squad and Council’s Rangers.

CONTEXT/ISSUES:

This Term Achievement is seen as tackling two significant issues in the City, being: the reduction of domestic waste being taken to landfill; and the amount of waste being dumped on private property and public land.

Waste is being seen as a resource, which can be utilised for other means, including: energy creation; high and low-grade compost; and importantly reuse and recycling of the product.

This term achievement has a sustainability focus, and as such the principles of Councils Sustainability Action Plan should be adopted wherever possible.

Technologies are not available to convert all waste to useable products. Reuse of materials, recycling, mulching and composting of garden and food wastes (organics), and the use of alternative waste technologies (AWT) are seen as methods that can reduce the quality of waste being sent to landfill.

At this time, there has been limited success for AWTs in Australia, and it appears that they output is a low grade product, in both mulch, and product for further recycling.

Mulching and composting of garden waste has been utilised as a method to convert waste that would otherwise be sent to landfill to a useable product.

There is some doubt that there are sufficient markets to utilise the total volume of green waste that would be generated by all Councils if the chance to introduce such a service. Garden waste can be improved by the addition of food waste to make a more saleable product. The technology to process food and garden organics are being developed.

Council currently sends approximately 80% of its domestic waste to landfill; the remaining volume is recycled.

The NSW Strategy for waste reduction and resource recovery identifies that the target of total waste being recovered from the waste stream is 66%, by2014.

There are many options that can be taken to divert waste from landfill, and careful consideration needs to be undertaken to ensure that Council utilises a sustainable method. The development of a Waste Strategy for the reduction of domestic waste in Penrith in necessary to identify the overarching goals and potential systems that can be utilised.

The impacts of such a Strategy, in regard to resourcing, cannot be determined until it has been developed and costed. However, it is evident from other councils that increasing the recovery of recyclable material and reprocessing of waste to other usable forms will result in an increase in cost.

Council’s current waste contracts expire in 2006/07 and new contracts need to be prepared, in line with the adopted Waste Strategy.

A key component to achieving the KPI’s of the waste Service is Councils education program. This program currently focuses on the wider community and, primary schools. Waste education programs will need to be amended and possibly increased (at least for the short term) to achieve the desired outcomes to any change to the current waste service.

The illegal dumping of waste on private and public property is a significant issue in the LGA.

The regulation of this issue is primarily actioned by the Regional Illegal Dumping (RID) squad. The RID squad is supported financially by the Department of Environment and Conservation. Should the RID squad be discontinued there would be resourcing implications for Council to continue with this regulatory program.

The RID squad has been successful in reducing the amount of waste being illegally dumped in the LGA. There ha been a reduced number of waste dumping incidents that are of a significant size, and the nature of illegal dumping has changed from primarily Commercial and Industrial to residential since the inception of the squad.

This may be attributed to the fact that previously the significance of the C&I waste dumping incidents far outweighed the domestic waste dumping incidents. With the reduction of C&I incidents the domestic waste dumping has become more to exposed.

A review of the size of the problem in the LGA is required and the possible implementation of new/additional strategies is required to reduce this problem.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Council has adopted a domestic waste strategy which identifies the staged implementation of programs to significantly reduce domestic waste to landfill. A co-mingled recycling service is due to be implemented in March 2006, which will provide residents with an increased capacity to recycle. 13,473 tonnes of domestic waste has been processed through the Eastern Creek UR-3R waste processing facility this year, of which WSN Environmental Services have advised that 80% has been diverted from landfill. On this basis 48% of domestic waste (including recycling) has been diverted from landfill to date this year.

Council continues to participate in the Regional Illegal Dumping (RID) Squad, targeting the illegal disposal of waste. Waste that is illegally dumped is required to be removed by the offender and diverted to a suitable waste disposal facility. Illegally dumped waste adjacent to residential premises is removed by Council's Waste contractors and Asset Management staff prior to further accumulations occurring.

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TERM ACHIEVEMENT 17.3 (CM)

COUNCIL LEADS OUR CITY BY EXAMPLE AND THROUGH ADVOCACY BY IMPLEMENTING SUSTAINABILITY INITIATIVES.

This will focus on reducing consumption of natural resources including fossil fuels and promotion of sustainable behaviour through engagement with the City’s organisations communities and business groups.

CONTEXT/ISSUES:

In 1999, Council adopted the Sustainable Penrith program, acknowledging the emerging international view that a healthy future for our environment, our economy and our society can only be achieved by balancing the pressures and demands of these three elements. The Sustainable Penrith Action Plan adopted in December 2003 is Council’s plan of action towards a sustainable future for our City. The Plan is based on the United Nations Environment Program (UNEP) Principles for Sustainable Cities. The UNEP Principles are also now incorporated in the Strategic Plan.

Council has been an active member of the International Council for Local Environmental Initiatives (ICLEI), through its involvement in the Cities for Climate Protection™ Program (CCP), and various pilot programs for issues, including Water, Energy and Transport. These programs provide information, guidance and systems to assist Council and the City’s communities work towards a more sustainable future.

The Sustainable Penrith program developed initially through a strong emphasis on community awareness and education, for which Penrith City has received considerable recognition. The current focus of the program, whilst maintaining community awareness and education, requires a stronger focus on Council’s role as a leader and facilitator – ensuring Council’s own activities, decision-making process and operations demonstrate that commitment to sustainability that Council is encouraging in the City’s communities.

Leadership must involve taking Sustainability from the margins to the mainstream. We must harness our dynamism, innovation and determination and turn obstacles into opportunities. Rising fuel costs, increased air pollution, the threat of global warming and climate change, and the focus on sustainability, presents many opportunities for Council in providing leadership to the City.

Within Council, ‘Sustainable Penrith’ will ensure that the principles of sustainability are incorporated in the vision, goals, strategies, systems and processes of this organisation. Within the community, the strategy should be seeking to ensure that the principles of sustainability are incorporated in the decision-making, planning and implementation of any business, environmental, social or other activities.

MANAGER’S COMMENTS ON TERM ACHIEVEMENT PROGRESS:

Council’s leadership has been demonstrated through a continuing range of actions and advocacy aimed at reducing the consumption of natural resources. Key elements of these programs are commented on below. Current initiatives include Sydney Water’s 'Every Drop Counts', and Council's Energy Performance Contract, and these have been enhanced by the development and adoption of new Water and Energy Action Plans for the City.

An extra challenge has been added by the requirements notified by the State Government in December for additional local government water and energy plans - these in the short term will divert resources from Council’s adopted strategies. A key focus of the Sustainable Penrith Action Plan in 2005-06 is the implementation of a Sustainability Indicators system for the City and Council. This will be based on the UNEP Principles adopted by Council and assisted by our partnership with ICLEI and the Sustainability Reporting Alliance (refer to TA33.2).

Best practice research is a critical component of our Sustainability program. The Sustainability Steering Committee continues to encourage opportunities for enhancing the integration of sustainability, including endorsement of Guidelines for the Sustainability Revolving Fund. Targets have been set for a more sustainable Council vehicle fleet from 2006 onwards. Council is also working in partnership with ICLEI to trial the Sustainable Transport Survey and Program.

The appointment of a new Sustainable Design Advisor was deferred due to staff vacancies to manage the position - this will now be remedied. Progress of Council’s Greenhouse Strategy initiatives was delayed by the withdrawal of a supplier for energy-efficient water heaters - this element of the program must be recast. The promotion of sustainable production and consumption, and sustainable procurement, is an ongoing activity in working across Council as an organisation and with our communities.

Preliminary research regarding 'best practice' approaches to sustainable procurement has been undertaken. Council recently joined the Department of Environment and Conservation's Buy Recycled Alliance, to participate in waste avoidance, reduction and sustainable practices in tendering and purchasing. Collaborative partnerships with the City’s communities, organisations and business groups have been developed through the Sustainability Street program, which has now successfully 'graduated' the City's first two participating streets. An additional two streets are ready to start in 2006.

A successful Energy Efficient Light Globe pilot program was carried out in partnership with Origin Energy and further opportunities are being explored. A partnership has been entered with Ecosmart to look at water and energy conservation will provide an exciting opportunity for small to medium sized business. Partnership with Sydney Water in the 'Every Drop Counts' program continues and has been invaluable in the intensive preparations for the new mandatory Water Savings Plan and Energy Savings Plan.

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ISSUE 18: BUILT ENVIRONMENT (DCP)

Longer Term Goal: The built environment delivers quality living and working environments with ecological responsibility.

DIRECTOR COMMENTS ON THIS ISSUE:

1. View	Proposed Amendments to Term Achievements and Critical Actions	3 Pages	Appendix
2.	Strategic Program Review Report - December 2005	146 Pages	Attachment

*Policy Review Committee Meeting*	*20 March 2006*
*Leadership and Organisation*

*Policy Review Committee Meeting*	*20 March 2006*
*Appendix 1 - Proposed Amendments to Term Achievements and Critical Actions*